MBA /MBA IN PUBLIC ACCOUNTI NG / EX ECUTI VE MBA fN BANKING
M.S. IN FINANCE / CERTIFICATE FOR ADVANCED STUDY
Fairfield University
GRADUATE PROGRAMS
Charles F. Dolan School of Business
Applications and Information
For applicatjons and addrtional information, please write or call:
Charles F. Dolan School of Business
Charles F Dolan School of Business, Room 100
Fairfield University
1073 North Benson Road
Fairfield. CT 06824-5195
Telephone: (203) 254-4070
Fax: (203) 254-4029
E-mail: K^BA@mail.fairfield edu
Web site: http://www.fairfield.edu
The provisions of this bulletin are not an irrevocable contract between Fairfield University and the student. The University reserves
the right to change any provision or any requirement at any time.
Fairfield University admits students of any sex. race, color, marital status, sexual orientation, religion, age. national ongin or
ancestry, disability or handicap to all the rights, pnvileges. programs and activities generally accorded or made available to students
of the University. It does not discriminate on the basis of sex. race, color, marital status, sexual orientation, religion, age. national
ongin or ancestry, disability or handicap In administration of its educational policies, admission policies, employment policies,
scholarship and loan programs, athletic programs or other University-administered programs.
STUDENTS WITH DISABILITIES — It is Fairfield University's policy that no qualified disabled student shall, on the basis ol
disability, be discnmlnated against, excluded from participation in. or denied the benefits of any academic program, activities, or
services The University provides support services and arranges reasonable accommodations for disabled students However, the
University will not alter the essential academic elements of courses or programs Students who require support services or other
accommodations should contact the Director of Student Support Services, Dolan 210 Arrangements for appropnate accommo-
dations may be made in a cooperative effort betw/een the student, the faculty member, and student support services. The University
may require documentation of learning disability.
Fairfield University complies with the "Jeanne Clery Disclosure of Campus Secunty Policy and Campus Cnme Statistics Act."
This report contains a summary of Fairfield University Secunty Department's policies and procedures along with cnme statistics
as required Anyone wanting a copy of the report may obtain one by contacting Fairfield's Security Department at (203) 254-
4090. or by stopping at the office in Loyola Hall. Room 2 The office is open 24 hours a day, 365 days a year
The Title II Higher Education Reauthorization Act Report is available online at www.falrfield.edu/academic/gradedu/acadinfo.htm
CHARLES F. DOLAN
SCHOOL OF BUSINESS
GRADUATE PROGRAMS
Master of Business Administration
Master of Science in Finance
Master of Business Administration Program
in Public Accounting
Certificates for Advanced Study in
Accounting
Finance
Human Resource Management
Information Systems & Operations Management
International Business
Marketing
Taxation
2002-2003
CHARLES F. DOLAN
SCHOOL OF BUSINESS
Table of Contents
Calendar 4
A Message from the Dean 5
The Mission of Fairfield University 6
The University 8
Accreditation 9
The Charles F. Dolan School of Business 10
Mission Statement and Goals of the Dolan School of Business 10
Admission, Expenses and Financial Aid 12
Student Services 16
The M.B.A. Program 19
The M.S. in Finance Program 22
The M.B.A. Program in Public Accounting 22
Certificate Programs for Advanced Study 23
Course Descriptions 24
Educational Policies and General Regulations 31
Faculty 34
School of Business Administration and Executive Advisory Council 37
University Administration, Board of Trustees, Trustees Emeriti 39
Undergraduate Institutions represented by Graduate Business Students 40
Campus Map Inside Back Cover
^ Calendar
School of Business
Graduate Programs
Calendar 2002-2003
Classes are offered on weeknights and Saturdays to accommodate those in the program employed full time. Refer to
schedules distributed each semester for possible changes.
Fall Semester 2002
August 30 Registration deadline (by mail)
September 4 Fall classes begin
October 18 Application for Degree cards due for January graduation
November 27 - December 1 Thanl<sgiving Recess
Spring Semester 2003
January 10 Registration deadline (by mail)
January 13 Spring classes begin
January 20 Martin Luther King Jr. Day, University holiday
February 7 Application for Degree cards due for f\^ay graduation
fviarch 10-14 Spring Recess
April 18-20 Easter Recess
f^ay 18 Commencement
Summer Session 2003
July 3 Application for Degree cards due for August graduation
Schedule of classes to be distributed in the spring.
A Message from the Dean
A Message from the Dean
( )
Excellence is what the business community demands of its leaders
and this is what drives the activities of the Charles F. Dolan School of
Business at Fairfield University. Our high quality was recognized in
1997 when AACSB International - The Association to Advance
Collegiate Schools of Business accredited our undergraduate (B.S.)
and graduate degree (M.B.A., M.S.) programs. Only 25% of all
business schools are so recognized.
We have achieved this recognition because of the success that we
have had in educating undergraduate and graduate students to be
successful and responsible business leaders dedicated to pursuing
excellence. In doing so we focus on being a worldwide leader in
business curriculum innovation. In our graduate programs we focus
on teaching current best practices for solutions to business problems
within the context of a rigorous conceptual framework. We partner with our stakeholders in the business
community to provide our programs in a technologically advanced active learning environment. Our active
learning environment brings actual organizational problems into the classroom and puts students into
actual organizational settings. This approach enables us to create a seamless learning environment that
builds on our faculty's excellence in their respective academic disciplines and that also builds on the
average of ten years of business experience each faculty member has in his or her field. Students
graduating from the Charles F. Dolan School of Business are thus equipped with state-of-the-art
knowledge in current business concepts and practices. Our top-notch programs and faculty are appropri-
ately housed in a building dedicated to the Charles F. Dolan School of Business. The educational facilities
available to students in this building and on the entire campus are second to none!
This exciting business learning environment is enhanced by our key geographic location that puts us in
close contact with the more than forty Fortune 500 headquarters located within fifty miles of Fairfield and
the close to one-hundred Fortune 500 headquarters located in New York City and lower Westchester
County. We also benefit from Fairfield County's hosting the largest concentration of U.S. headquarters of
foreign multinational corporations.
Because we are so highly regarded by the business community each year the School plays host to
numerous high level executives - many of them alumni - who visit our classes and share their expertise with
our students. Our business degree can be a passport to success in the job market. Our students are widely
sought after by top firms upon graduation.
We believe that The Charles F. Dolan School of Business at Fairfield University offers you a tremendous
opportunity to do your undergraduate and graduate business education in a unique academic and
professional environment. We look fonward to welcoming you!
Norman A. Solomon, Ph.D.
Dean, Dolan School of Business
University Mission
The Mission of
Fairfield University
Fairfield University, founded by tfie Society of Jesus, is a
coeducational institution of fiigtier learning wfiose pnmary
objectives are to develop ttie creative intellectual potential
of its students and to foster in them ethiical and religious
values and a sense of social responsibility. Jesuit educa-
tion, wfiich began in 1 547, is committed today to ttie service
of faitfi, of wfiich the promotion of justice is an absolute
requirement.
Fairfield is Catholic in both tradition and spirit. It celebrates
the God-given dignity of every human person. As a Catholic
university it welcomes those of all beliefs and traditions who
share its concerns for scholarship, justice, truth, and free-
dom, and it values the diversity that their membership
brings to the university community.
Fairfield educates its students through a variety of scholarly
and professional disciplines. All of its schools share a liberal
and humanistic perspective and a commitment to excel-
lence. Fairfield encourages a respect for all the disciplines
- their similarities, their differences, and their interrelation-
ships. In particular, in its undergraduate schools it provides
all students with a broadly based general education curncu-
lum with a special emphasis on the traditional humanities as
a complement to the more specialized preparation in disci-
plines and professions provided by the major programs.
Fairfield is also committed to the needs of society for
liberally educated professionals. It meets the needs of its
students to assume positions in this society through its
undergraduate and graduate professional schools and pro-
grams.
A Fairfield education is a liberal education, characterized by
its breadth and depth. It offers opportunities for individual
and common reflection, and it provides training in such
essential human skills as analysis, synthesis, and commu-
nication. The liberally educated person is able to assimilate
and organize facts, to evaluate knowledge, to identify
issues, to use appropnate methods of reasoning, and to
convey conclusions persuasively in wntten and spoken
word. Equally essential to liberal education is the develop-
ment of the aesthetic dimension of human nature, the
power to imagine, to intuit, to create, and to appreciate. In
its fullest sense liberal education initiates students at a
mature level into their culture, its past, its present, and its
future.
Fairfield recognizes that learning is a lifelong process and
sees the education that it provides as a foundation upon
which its students may continue to build within their chosen
areas of scholarly study or professional development. It
also seeks to foster in its students a continuing intellectual
curiosity and a desire for self-education that will extend to
the broad range of areas to which they have been intro-
duced in their studies.
University Mission
As a community of scholars, Fairfield gladly joins in the
broader task of expanding human knowledge and deepen-
ing human understanding, and to this end it encourages
and supports the scholarly research and artistic production
of its faculty and students.
Fairfield has a further obligation to the wider community of
which it is a part, to share with its neighbors its resources
and its special expertise for the betterment of the commu-
nity as a whole. Faculty and students are encouraged to
participate in the larger community through service and
academic activities. But most of all, Fairfield serves the
wider community by educating its students to be socially
aware and morally responsible persons.
Fairfield University values each of its students as an indi-
vidual with unique abilities and potentials, and it respects
the personal and academic freedom of all its members. At
the same time it seeks to develop a greater sense of
community within itself, a sense that all of its members
belong to and are involved in the University, sharing com-
mon goals and a common commitment to truth and justice,
and manifesting in their lives the common concern for
others which is the obligation of all educated, mature
human beings.
O Fairfield University
The University
Fairfield University, founded in 1942. became the 26th
institution of higher learning operated by the Jesuit order in
the United States — the inheritor of a tradition of learning
and scholarship that dates back to 1540, when St. Ignatius
Loyola founded the Society of Jesus on the principle of
active service in the world.
IVIany Jesuits chose education as their field of service. A
basic Jesuit principle, the striving for excellence, led them
to create schools that have become renowned for their
academic quality. Over the centuries, a Jesuit education
has come to mean a high standard of academic and
intellectual discipline within Judeo-Christian values.
The Conference Center, formerly occupied by America's
Community Bankers, is the new campus home of the
School of Business. The building, among the most out-
standing educational facilities in the state, contains 70,000
square feet, an amphitheater that seats 150, 12 class-
rooms, eight workrooms for team projects, two computer
labs and 45 faculty offices.
The majority of Fairfield's faculty are lay people who repre-
sent many faiths and many creeds, and students are
selected without regard to sex, race, color, marital status,
religion, age, national origin or ancestry, disability or handi-
cap. There is one common tie —a commitment to moral and
spiritual values. This is the cornerstone of Fairfield's aca-
demic philosophy — the search for truth through learning.
Fairfield University includes the College of Arts and Sci-
ences, the Charles F. Dolan School of Business, the School
of Nursing, the Graduate School of Education and Allied
Professions, the School of Continuing Education and the
School of Engineenng.
Located in America's "academic corridor," — that short
expanse from New York City to Boston that contains the
world's largest concentration of colleges and universities —
Fairfield provides access to many cultural, recreational,
social and intellectual programs. In addition to its proximity
to New York City and all the recreational possibilities
available there, the immediate area offers many fine local
theaters and cinemas, restaurants, botanical and zoologi-
cal gardens, and many excellent beaches and boating
facilities.
Fairfield's 200-acre campus is among the most beautiful
in the country. Created from two large private estates, it
retains a gracious, tranquil atmosphere. There are many
wooded areas, lawns, gardens and pleasant walks, and,
from several vantage points, a broad view of the blue waters
of Long Island Sound.
Because the University is relatively young, all of its build-
ings are modern and well suited to the needs of its students.
Some of the outstanding buildings are the Rudolph F.
Bannow Science Center; Canisius Hall: the Dil^^enna-
Nyselius Library; Donnarumma Hall; the Thomas J. Walsh
Athletic Center; the Leslie Q. Quick, Jr. Recreation Com-
plex; the Regina A. Quick Center for the Arts, with a 750-
seat theatre, a smaller experimental theatre, and art gal-
lery; the PepsiCo Theatre, with a 75-seat studio theatre; the
Egan Chapel of St. Ignatius Loyola; the John A. Barone
Campus Center; and the Charles F. Dolan School of Busi-
ness.
Accreditation
The Charles F. Dolan School of Business received full
accreditation of its undergraduate and graduate programs
by the AACSB International - The Association to Advance
Collegiate Schools of Business on March 6, 1997. This
accreditation represents the highest level of achievement
for a business school.
Fairfield University is fully accredited by the New England
Association of Schools and Colleges, which accredits
schools and colleges in the six New England States. Ac-
creditation by one of the six regional accrediting associa-
tions in the United States indicates that the school or
college has been carefully evaluated and found to meet
standards agreed upon by qualified educators.
The State of Connecticut Department of Education has
approved the programs for teacher certification at the
secondary level and graduate programs leading to certifica-
tion in specialized areas of education in the Graduate
School of Education and Allied Professions. In addition, its
School and Community Counseling programs have re-
ceived accreditation from the Council for Accreditation of
Counseling and Related Educational Programs (CACREP).
Accreditation
The School of Nursing has been accredited by the National
League for Nursing and approved by the Connecticut De-
partment of Higher Education and by the Connecticut State
Board of Examiners for Nursing.
In October 1980, the State of Connecticut Department of
Higher Education granted licensure for the Master of Sci-
ence in Financial Management program. The State of
Connecticut Department of Higher Education has granted
full accreditation tor the Master of Business Administration
and for the Master of Science in Financial Management
programs.
The University holds memberships in the National Associa-
tion of Independent Colleges and Universities, American
Council for Higher Education, AACSB International, Ameri-
can Association of Colleges for Teacher Education, Ameri-
can Council on Education, Association of Jesuit Colleges
and Universities, Connecticut Association of Colleges and
Universities for Teacher Education, Connecticut Confer-
ence of Independent Colleges, Connecticut Council for
Higher Education, National Catholic Educational Associa-
tion, National League for Nursing, and New England Busi-
ness and Economic Association.
Fairfield University complies with the Family Educational
Rights and Privacy Act of 1974 (also known as the Buckley
Amendment), which defines the rights and protects the
privacy of students with regard to their educational records.
I \J The Dolan School of Business
The Charles F. Dolan
School of Business
Mission Statement
and Goals of the
Dolan School of Business
The Dolan School of Business was established in 1978,
having been a Department of Business Administration for
31 years within the College of Arts and Sciences. In 1 981 ,
in response to a stated need by the business community
within Fairfield County, the School began its Master of
Science in Financial fvianagement program. The Certificate
for Advanced Study in Finance was initiated in 1984. In
1994, in response to unprecedented market demand, the
School introduced the Master of Business Administration
(MBA) Program that now has concentrations in Accounting,
eBusiness, Finance, Human Resource Management, Infor-
mation Systems & Operations Management, International
Business, Marl<eting, and Taxation.
In 1999, the Dolan School of Business introduced the
Master of Business Administration Program in Public Ac-
counting. This Program is designed to provide students with
a Bachelor of Science degree in Accounting with an oppor-
tunity to complete a Master of Business Administration
degree within a 1 2- to 1 5-month period - as well as fulfill the
150-hour criterion to sit for the Uniform CPA Examination,
as passed in the State of Connecticut as well as most other
jurisdictions. Concentrations available to students in this
program are Accounting and Taxation, Finance, and Infor-
mation Systems & Operations Management.
The Dolan School of Business received full accreditation of
its graduate and undergraduate programs by the AACSB
International - The Association to Advance Collegiate
Schools of Business on March 6, 1997.
Then, in 2000, the School's advancement was further
recognized: It was named the Charles F. Dolan School of
Business in response to a very generous gift of
$25 million from Charles F. Dolan, founder and chairman of
Cablevision Systems Corporation and long-time fnend and
trustee of the University.
The School is housed in a state-of-the-art facility with eleven
classrooms, three computer labs, eight group workrooms
and outstanding media and technology equipment. The
building has extensive lounge and meeting areas for stu-
dent activities and unrivaled offices for faculty and staff.
Thus, the School's building and facilities are among the best
in the nation and reflect the continual development and
unlimited potential of the Dolan School of Business.
In keeping with the mission of Fairfield University, the Dolan
School of Business is committed to prepanng students for
leadership success in their personal and professional lives
in the Jesuit tradition of educating the "whole" person, who
is socially responsible and prepared to serve others.
The programs and curricula of the School are directed at a
diverse population of students. Through innovation and the
integration of the many disciplines in the arts and sciences
with the areas of commerce, our programs encourage the
acquisition of interdisciplinary knowledge, personal skills,
and technical competencies necessary in our increasingly
complex, diverse and sophisticated world.
The School emphasizes excellence in the classroom, in
scholarly research, and in the application of concepts to the
world of business and it:
• Strives to attend to, and develop, all students to their
fullest potential in accord with their needs, talents, and
goals. This requires a commitment to teaching the
"whole" person and recognition that excellence in teach-
ing is its number one priority.
• Strives through its graduate and undergraduate pro-
grams to be recognized by the business and educational
communities as one of the best, if not the best, of any
small comprehensive university in the nation, serving
students in both programs that have been selected for
their high intellectual and leadership capacities, and who
are likely to make outstanding contributions to the world
of business, within the philosophy of the Jesuit tradition.
• Fosters excellence in its faculty, curhcula, staff, and its
facilities and programs through the devotion of resources
for instructional development, and for faculty and staff
development to enhance the learning process of its
students and maximize the potential of faculty and staff.
• Strives to serve the expectations and needs of its stake-
holders, internal and external, by continuously review-
ing, evaluating and changing its mission, goals, pro-
grams, curricula, resource bases, intellectual contnbu-
tion, and overall activity.
• Stnves to create within its students and community an
understanding and appreciation of the interrelationships
of business, legal, social, and cultural systems through
teaching, internships, faculty and student exchange pro-
grams, and resource networks so that students are
prepared to meet the challenges of the global village in a
socially responsible manner.
The Dolan School of Business
11
The School designs individual programs of study for each
student to meet his or her educational goals and profes-
sional objectives. The program design is completed upon
matriculation, and each semester the individual can
update or amend it in consultation with the Director of
Graduate Programs.
The School faculty have an average of 10 years of profes-
sional business experience to accompany their strong
academic preparation which includes an earned doctorate
and, in nearly every case, previous academic work in the
liberal arts and sciences, scholarly contributions and ongo-
ing research interests, and continuing professional involve-
ment in their chosen areas of expertise. The School faculty
are dedicated to teaching excellence and they have the
unique ability to bridge the gap between theory and practice
because of their business experience and strong academic
backgrounds.
• Seeks to create a community of scholars, faculty, and
students dedicated to understanding, and responding to,
the needs of organizations and institutions; to create
outstanding academic programs that foster the develop-
ment of humane and ethical organizations; while con-
comitantly adding to the intellectual capital of the acad-
emy through the application of basic and applied re-
search.
• Strives to maintain an appropriate balance of faculty in
each discipline area within the School to serve the
programs offered to satisfy stakeholder needs; to main-
tain a balance of teaching, intellectual contribution and
service within each discipline area consistent with the
excellence articulated in its mission; and to create a
faculty development system consistent with achieving
excellence in instructional development and intellectual
contribution.
In carrying out its mission, the School admits graduate
students who have an average of 3 or more years of
professional experience and an average formula score,
200 X undergraduate GPA + GMAT Score, in excess of
1100. Students who have little or no professional experi-
ence are expected to have above average grade point
averages (3.30 or above) and higher GMAT scores (e.g.,
600 or above).
The School offers classes at night and on weekends to
serve the needs of part-time graduate students from the
regional business community, and full-time students. Class
sizes are small, 20 - 25 on average, with an emphasis on
close interaction between the individual and the faculty
member. The School is dedicated to the use of the latest
classroom teaching technologies and it has a balanced
emphasis between individual assignments and group work
in a variety of different classroom formats, i.e., lectures,
case work, experiential exercises, business projects, re-
search papers.
Graduate Student Association
The Fairfield University Graduate Business Association
(FUGBA) was formed in 1999 to support internal and
external environments to create the best possible educa-
tional experience for graduate business students and alumni
at the School. Internal committees facilitate communication
and program enrichment: the Communication Committee
seeks to voice issues and ideas to the administration; and
the Camaraderie Committee seeks to build and maintain
the School's sense of community and fun. External commit-
tees include Networking and Publicity. The former supports
networking opportunities within the student body, the alumni
and the business community at large; the latter works to
ensure visibility for all.
I ^ Admission. Expenses and Financial Aid
Admission,
Expenses and
Financial Aid
Admission Policies
Admission Criteria for the Master of Business Ad-
ministration and Master of Science in Finance De-
grees
Admission policies will be the same for both the Master of
Business Administration and the Master of Science in
Finance Program, Students who hold a Bachelor's degree
in any field from a regionally accredited college or university
(or the international equivalent) and who have demon-
strated their ability or potential to do high quality academic
work are encouraged to apply.
Consistent with the requirements of the AACSB. the criteria
for admission to either program will be an appropnate
undergraduate grade point average and an appropriate
score on the Graduate Management Admission Test
(GMAT).
The formula score for admissions is, generally, 1 100, ar-
rived at by multiplying the applicant's grade point average
by 200 and adding that product to the GMAT score. As a
practical matter, this will in most cases mean an under-
graduate grade point average of at least 3.00 accompanied
by a GMAT score of at least 500.
In addition, the admission process will require complete
official transcripts of all undergraduate work, two letters of
recommendation, and a self-evaluation of work expenence.
A Committee on Graduate Admissions will review the
applications and select those who will be accepted into the
program.
The GMAT Exam
The Graduate Management Admission Test (GMAT),
offered by the Educational Testing Service (Box 966-R,
Phnceton, NJ 08541 : www.gmat.org), is a test of apti-
tude rather than a test of business knowledge per se.
The test, offered throughout the year at local computer
labs, examines two areas, verbal and quantitative. A
score is earned in each area and the scores are added
together for a total GMAT score which ranges between
200 and 800. The actual required score for admission
of an individual candidate into the program depends
upon the cumulative grade point average earned in
undergraduate work and an assessment of all parts of
the candidate's application dossier.
Admission Procedure for the Master of Business
Administration and Master of Science in Finance
Degrees
The following items must be on file with the Committee on
Graduate Admissions of the School of Business before an
applicant may be considered for admission.
1 ) A completed Application for Admission form
2) A $55 application fee payable to Fairfield University
3) A statement of self-evaluation of work experience and
career objectives
4) An official copy of transchpts of previous college or
university work
5) Completed recommendation forms from two references
(one recommendation normally should be from a faculty
member and one from a present or former employer)
6) A score for the Graduate Management Admission Test
7) Proof of immunization against measles and rubella in
compliance with State of Connecticut regulations.
The applicant should submit items 1.2,3, and 7 directly to
the Committee on Graduate Admissions and arrange for
items 4 through 6 to be submitted to the Committee.
NOTE: Students from non-English speaking countries are
required to submit a Test of English as a Foreign Language
(TOEFL) Score Report documenting a score of 550 or
above. Details of the test are available from any U.S.
Embassy or information office or from the Educational
Testing Service.
Admission Criteria for the Master of Business Ad-
ministration Program in Public Accounting
Students who are in the Fairfield undergraduate accounting
program, and wish to pursue the Master of Business Admin-
istration in Public Accounting, must apply in the spring of the
student's junior year. As part of the admission process, the
School of Business will arrange interviews with CPA firms
who will then decide, on a case-by-case basis, to serve as
the applicant's sponsor for the Practicum. Non-Fairfield
undergraduates may apply for the 5th year M.B.A. with
these criteria also.
Admission criteria;
1 ) Good standing in a Bachelor of Science in Accounting
program
2) Minimum 3.00 grade point average
3) SAT score of an 1100 or above, or a GMAT formula
score of 1 100 or above (200 x GPA + GMAT score)
4) Sponsorship by a public accounting firm for the Practicum
component of the Program
5) A completed Statement of Certification form from the
applicant's accounting department faculty
Admission, Expenses and Financial Aid
13
6) A completed recommendation form from a faculty mem-
ber (non-accounting) or former employer
7) A Statement of Self Evaluation
8) Certain core courses may be waived, or substituted for,
by equivalent courses taken as part of thie applicant's
undergraduate curriculum, as deemed appropriate by
thie Director of thie Master of Business Administration
Program in Public Accounting.
In addition to thie admission criteria listed above, the follow-
ing items must be on file witfi the Committee on Graduate
Admissions of the School before an applicant may be
considered for admission:
1) A completed Application for Admission form
2) A $55 application fee payable to Fairfield University
3) An official copy of transcripts of previous college or
university work
4) Proof of immunization against measles and rubella in
compliance with State of Connecticut regulations..
Admission Criteria for the Master of Business
Administration and Bachelor of Science Five-Year
Undergraduate and Graduate Program
Admission and Program Requirements:
1) A minimum 3.00 grade point average
2) SAT scores of 1 1 00 or above or a GMAT formula score
of 1 100 or above (200 x GPA + GMAT score)
3) Satisfaction of prerequisite core preparation courses in
Calculus; Statistics; Accounting I and II; Business Deci-
sion Making; Creating a Competitive Environment; In-
formation Systems; Global, Legal, Social and Ethical
Environments of Business; Business Ethics; Macroeco-
nomics; and Microeconomics, with at least a 3.00 grade
point average with no grades in the aforementioned
courses below a grade of 2.67 or B-. The aforemen-
tioned core courses may be waived, or substituted for,
by analogous courses deemed appropriate by the Asso-
ciate Dean of Graduate Programs or Assistant Director
of Graduate Programs of the School. All participants in
this program will be expected to complete at least 12
courses or 36 credits at the graduate level, of which two
courses or six credits will be transferable toward comple-
tion of the undergraduate degree. Students in this pro-
gram will not be permitted to waive BU 584, Global
Competitive Strategy.
4) Four graduate courses or up to 1 2 graduate credits may
be taken during the fourth academic year (September to
graduation) of study, and two graduate courses or six
graduate credits may be double counted toward comple-
tion of undergraduate business major or business minor
or business core or free elective requirements.
5) Formal admission to the program will occur after the
student's junior year and satisfactory completion of all
prerequisite core preparation courses and admission
requirements as stipulated in items 1, 2, and 3 and all
other admission requirements stipulated for the MBA
program. Admission to the combined BS/MBA will re-
quire the payment of additional tuition and fees as
indicated in the graduate catalog of the School of Busi-
ness.
6) Every student in the program must maintain at least a
3.00 grade point in all courses. If a student receives two
course grades of 2.67 or below in either graduate or
undergraduate courses after admission to the combined
five-year program, he or she will be excluded from the
MBA program.
7) At least one course in the undergraduate curriculum
must be an internship that must be completed by the end
of the fourth year of study.
Admission Criteria for the Certificate Program for
Advanced Study in Accounting, Finance, Human
Resource Management, Information Systems & Op-
erations Management, International Business, Mar-
keting, and Taxation
Students who hold a master's degree, who have profes-
sional expehence and who have demonstrated their ability
to do high-quality academic work are encouraged to apply.
The following items must be on file with the Committee on
Graduate Admissions of the School of Business before an
applicant may be considered for admission.
1) A completed Application for Admission for the Certifi-
cate Program form
2) A $55 application fee payable to Fairfield University
3) A recent resume
4) An official copy of transcripts of previous undergraduate
and graduate work
5) Proof of immunization against measles and rubella in
compliance with State of Connecticut regulations.
The applicant should submit items 1 , 2, 3, and 5 directly to
the Committee on Graduate Admissions and arrange for
item 4 to be submitted to the Committee.
Apply Online
Applicants are invited to apply online by accessing
the WorldWideWeb via: http://apply.embark.com/
mbaedge/fairfield. Once you submit your applica-
tion, we will process it and review it with precisely the
same care and consideration as applications sub-
mitted through the regular post.
I T" Admission, Expenses and Financial Aid
Tuition and Fees
Part-Time Students
A part-time graduate student enrolls for less than 9 credit
hours per semester of graduate level courses
The schedule of tuition and fees for part-time students are
as follows:
Application for matriculation
(not refundable) $55
Registration per semester $25
Part-time student
Tuition per credit hour $510
Change of course $10
Computer lab fee $45
Promissory note fee $25
Commencement fee
(required of all degree recipients) $100
Transcript $4
Returned check fee $30
Full-Time Students
A full-time graduate student enrolls for at least 9
and not more than 1 5 credit hours per semester of graduate
level courses.
Application for matriculation
(not refundable) $55
Registration per semester $25
Full-time student
Tuition per semester $9,550
(9 credit hours to 15 credit hours)
Change of course $10
Computer lab fee $45
Promissory note fee $25
Commencement fee
(required of all degree recipients) $100
Transcript $4
Returned check fee $30
The trustees of the University reserve the right to change
tuition rates and the fee schedule and to make additional
changes whenever they believe it necessary.
Full payment of tuition and fees and authorization for billing
a company must accompany registration. Payments may
be made in the form of cash (in person only), check, money
order, f^asterCard. VISA, or Amencan Express. All checks
are payable to Fairfield University.
No degree will be conferred and no transcripts will be issued
for any student until all financial obligations to the University
have been met.
The University offers several deferred payment options.
Deferred Payment. During the fall and spring semesters,
students deemed eligible may defer payment on tuition as
follows:
For students taking less than six credits - at the time of
registration the student pays one-half of the total tuition due
plus all fees and signs a promissory note for the remaining
tuition balance. The promissory note payment due date
varies according to each semester.
For students taking six credits or more - at the time of
registration, the student pays one-fourth of the total tuition
due plus all fees and signs a promissory note to pay the
remaining balance in three consecutive monthly install-
ments. The promissory note payment due dates vary ac-
cording to the semester.
Failure to honor the terms of the note will prevent future
deferred payments and affect future registrations.
Reimbursement by Employer. Many corporations pay
their employees' tuition. Students should check with their
employers.
If they are eligible for company reimbursement, students
must submit, at in-person registration, a letter on company
letterhead stating approval of the course registration and
the terms of payment. The terms of this letter, upon ap-
proval of the Bursar, will be accepted as a reason for
deferring that portion of tuition covered by the reimburse-
ment. Even if covered by reimbursement, all fees (registra-
tion, processing, lab or material) are payable at the time of
registration. Students will be required to sign a promissory
note that requires a S25.0G processing fee. This note states
that an outstanding balance must be paid in full pnor to
registration for future semesters. A guarantee that pay-
ment will be made must be secured at the time of registra-
tion by either a MasterCard. VISA, or Amencan Express
credit card. If the company offers less than I00°o reim-
bursement unconditionally, the student must pay the differ-
ence at the time of registration and sign a promissory note
for the balance. Letters can only be accepted on a per
semester basis. Failure to pay before the next registration
period will prevent future deferred payments and affect
future registrations.
Admission, Expenses and Financial Aid
15
Refund of Tliition
All requests for tuition refunds must be submitted to the
appropriate Dean's office immediately after \he withidrawal
from class. (Fees are not refundable.) The request must be
in writing and all refunds will be made based on the date
notice is received or, if mailed, on the postmarked date
according to the following schedule. Refunds of tuition
charged on a MasterCard, VISA, or Amencan Express must
be applied as a credit to your charge card account.
% Refund
Before first scheduled class 100%
Before second scheduled class 90%
Before third scheduled class 80%
Before fourth scheduled class 60%
Before fifth scheduled class 40%
Before sixth scheduled class 20%
After sixth scheduled class 0
Refund takes 4-6 weeks to process.
Students borrowing for the first time at Fairfield University
must obtain a Federal Master Promissory Note (MPN) from
the lender of their choice or the Fairfield University Office of
Financial Aid. The completed MPN must be sent to the
Office of Financial Aid for processing. Students who previ-
ously submitted an MPN to the University need to contact
the Office of Financial Aid for an award letter, indicate
acceptance of the loan, and return a signed copy of the
award letter to the Office of Financial Aid. The Federal
Stafford Loan will be processed and disbursed according to
lender provisions.
Approved loans will be disbursed in two installments. Stu-
dents borrowing from Sallie Mae lenders will have their
funds electronically disbursed to their University accounts.
Students who borrow from other lenders will need to sign
their loan checks in the Bursar's Office before the funds can
be applied to their accounts. Receipt of financial aid
requires full matriculation in a degree program.
Financial Aid
Federal Stafford Loans
Under this program, graduate students may apply for up to
$18,500 per academic year, depending on their educa-
tional costs. Students demonstrating need (based on fed-
eral guidelines) may receive up to $8,500 of their annual
Stafford Loan on a subsidized basis. Any amount of the first
$8,500 for which the student has not demonstrated need
(as well as the remaining $10,000 should they borrow the
maximum loan), would be borrowed on an unsubsidized
basis.
When a loan is subsidized, the federal government pays the
interest for the borrowers as long as they remain enrolled on
at least a half-time basis, and for a six-month grace period
following graduation or withdrawal. When a loan is
unsubsidized. the student is responsible for the interest and
may pay the interest on a monthly basis or opt to have the
interest capitalized and added to the principal.
How to Apply
Students must complete the Free Application for Federal
Student Aid (FAFSA), and submit it to the federal aid
processing center. The Title IV Code for Fairfield University
is 001385.
Family Education Loan Program (FELP)
Loans to assist graduate and professional students pay the
cost of attending the University. Repayment begins ap-
proximately 60 days after the money is disbursed at a fixed
annual rate of 7.5% (simple interest). Families may borrow
from $2,000 to $20,000 per year depending on the cost o
the school. For information contact the Connecticut Higher
Education Supplemental Loan Authority at 1 -888-547-8233.
Reimbursement by Employer
Many corporations, school systems and hospitals have a
tuition reimbursement plan for their employees. Students
should check their company policies and procedures that
apply to degree studies.
Tax Deductions
Treasury regulation (1.1 62.5) permits an income tax deduc-
tion for educational expenses (registration fees and cost of
travel, meals and lodging) undertaken to: (1) maintain or
improve skills required in one's employment or other trade
or business, or (2) meet express requirements of an em-
ployer or a law imposed as a condition to retention of
employment job status or rate of compensation.
Veterans
Veterans may apply educational benefits to degree studies
pursued at Fairfield University. Veterans should submit
their file numbers at the time of registration. The University
Registrar's office will complete and submit the certification
form.
I O Student Services
Student Services
Graduate students are invited to participate in the non-
academic facets of campus life, fvlany of the University's
student services are available to students in the graduate
schools on a fee-for-service basis.
Library
The Difvlenna-Nyselius Library completed a $17 million
expansion and renovation project in the fall 2001. In addi-
tion to providing space for expanded access to information
resources, this state of the art facility provides a vanety of
study spaces including team rooms, study pods, research
tables, individual carrels, leisure seating, a 90-seat audito-
rium and a 24-hour cafe. An extensive fiber optic network,
combined with the latest in network technology, provides
over 600 data connections to the campus network at speeds
of lOOMpbs.
The DilVlenna-Nyselius Library contains an extensive and
carefully selected collection of print and electronic re-
sources which include over 310,000 bound volumes, more
the 1,800 journals and newspapers, over 10,000 audiovi-
sual items, and the equivalent of 95.000 volumes in micro-
form. A particular strength is the selective, but wide-ranging
and current, reference collection. The stacks are open to all
students, with study spaces at tables and individual carrels
for over 900 students.
The library also has an automated information and inven-
tory system, an online catalog that provides author, title,
subject, and keyword access to all its books, journals and
audiovisual materials. The library provides online access to
more than 40 subscription databases including many with
full text materials. These Internet resources may be ac-
cessed from either on or off campus. The library also has a
CD-ROIVI local area network that provides access to sev-
eral additional databases. Library reserve materials are
available in print and electronically via the ERes system.
Other computing resources include two open computer
labs providing access to fvlicrosoft Office 2000 and the
Internet on both iMacs and Intel-based personal comput-
ers. One lab has 30 seats; the other has 32 and can be
accessed 24 hours a day. Both have spacious desktops
located in custom-designed workstations. Workstations for
the physically handicapped are available throughout the
building. Additionally, there is a 30-seat computer-based
training room reserved for library instruction.
The library contains group study rooms, photocopiers,
readers and reader-printers for microforms, and audiovi-
sual hardware and software. The Campus TV network can
be viewed on sets in video viewing carrels located in the
Media Department. To borrow library matenals, students
must present a University ID card at the Circulation Desk.
During the academic year, the library is open Monday
through Thursday, 7:45 a.m. to midnight; Fhday, 7;45 a.m.
to 10:30 p.m.; Saturday, 9 a.m. to 9 p.m.; and Sunday, 10:30
a.m. to midnight.
The Library Collection
The circulating and reference collections related to busi-
ness contain more than 31 .200 volumes in pertinent sub-
jects. These include not only titles in the comprehensive
business and economics classifications, but also volumes
in the technology area covenng such topics as manage-
ment information systems, risk analysis, patents, opera-
tions research, work measurement, technological forecast-
ing, and distribution. In addition, the international concen-
tration can draw upon supporting matenals in the areas of
politics, government, and law.
The 31 1 penodicals specifically assigned to business and
economics comprise nearly 17% of the library's 1,788
current subscriptions. A number of titles appeanng on the
library's general list offer further substance for the program.
These include newspapers such as The New York Times,
ttie Wall Street Journal, and the Washington Post, as well
as periodicals such as Conference Board Bnefings. Beijing
Review. Current Digest of the Post Soviet Press, Korea's
Economy, and PC IVIagazine.
WorldWideWeb database subscriptions for campus-wide
access include Business & Company ASAP. LEXIS-NEXIS.
RIA Checkpoint, STAT-USA, Westlaw, and Disclosure Glo-
bal Access. Relevant compact disc databases include
Periodical Abstracts on Disc, and ABI Inform, a more
general business abstracts database. The library's medi-
ated and end-user search services provide access to many
additional databases through vendors such as Dialog and
OCLC.
The library's Media Department contains audiovisual re-
sources and microforms collections, which include exten-
sive newspaper and periodical back files.
The library holds a significant percentage of the Harvard
Business School Core List. A bibliography of the School's
basic collection is published every one to two years. It,
together with the School's monthly "additions" list, is one of
the library's primary selection sources for materials in
support of Dolan School of Business programs.
student Services
17
The Computer Facilities
The computer facilities at Fairfield University provide state-
of-tfie-art access to personal computer laboratories, termi-
nals, and ttie library collection thiat includes databases,
bibliographies, and the on-line catalog. The University is
connected to the Internet that provides access to bulletin
boards, e-mail, databases, and library collections across
the world. Computer access is facilitated by the high speed
fiber optic cabling with a transmission speed capability of up
to 10 megabits per second. Classrooms, faculty offices,
dormitory rooms, and administrative offices all are wired
with the fiber optic cable. Academic computing is supported
by an SCT Alpha 21 00 with a VMS operating system, an AIX
with a UNIX operating system, an SCT VAX 5100 Ultrex
with a UNIX operating system, and a DEC Alpha for faculty
research. The DilVlenna-Nyselius Library is supported by
an SCT DEC Alpha with a VIV1S operating system, and
administrative computing is supported by an IBM RISC
6000 Model 7015.
The University has ten public personal computer laborato-
ries with a variety of hardware and software for the UNIX,
Windows and Macintosh environments. These labs are
used for classroom instruction and walk-in service. The
labs are open nearly 1 8 hours every day and are staffed with
lab assistants tor software and hardware consultations.
All buildings on campus are connected to the Internet, and
network connections are available in all on-campus resi-
dence rooms, which also include cable TV. In addition, all
students have individual voicemail. The university's fiber to
desktop project won the nationally recognized Award for
Institutional Excellence in Telecommunications 1994 from
the Association of College and University Telecommunica-
tion Administers. The School of Business has computer
capacity in all classrooms and three computer labs in its
building.
The Computing and Networking Services at Fairfield Uni-
versity is located in the Bannow Science Center. Office
hours are from 8:30 a.m. -4:30 p.m. during the school year.
CNS makes computer resources and training accessible to
all students in an effort to maximize the use of technological
innovations in the learning process. Services include lab
support; technical advice on hardware, software and net-
work questions; special arrangements for classroom tech-
nologies; and personal web pages. In addition, CNS offers
a variety of free computing workshops throughout the year.
Career Development Services
Graduate business students are invited to work with a
career coach in the School of Business to plan and navigate
career development. Students seeking to leverage their
MBA or MS degree to make a career transition are advised
to make an appointment with the Assistant to the Dean for
Graduate Career Development one year in advance of
graduating. On an ongoing basis, students are encouraged
to access on-line resources or to review materials in the
Career Information Library in the University's Career Plan-
ning Center.
Campus Ministry
The Campus Ministry Team is composed of two Jesuit
priests and three laypeople. The members of the ministry
team provide counseling and spiritual direction, foster prayer
life, coordinate interfaith and ecumenical religious events,
conduct liturgies and retreats, and encourage student-led
ministries and participation in community service and inter-
national mission opportunities. The ministers are available
at any time for students' needs and can be reached at the
Pedro Arrupe, S.J. Campus Ministry Center.
Housing
University residence hall facilities on campus are reserved
for undergraduate and full-time graduate students. Off-
campus housing for graduate students can be arranged on
an individual basis through the coordinator of off-campus
housing.
The Barone Campus Center
The Barone Campus Center is the social focal point for all
sectors of the University community. The Campus Center is
open 24 hours from Sunday to Tuesday, and 7 a.m. to
midnight on Fridays and Saturdays. Included in the Cam-
pus Center are: the bookstore (open Monday to Fhday, 8
a.m. to 7 p.m.; Saturday and Sunday, 1 1 a.m. to 4 p.m., and
open for extended hours for the first two weeks of each
semester; call 254-4262), snack bar (open Monday to
Friday. 8 a.m. to midnight, and Saturday and Sunday, 11
a.m. to midnight), game room, mailroom (open Monday to
Friday, 8:30 a.m. to 3:55 p.m.), ride boards and weekly
activity bulletin. For more information, call the Barone
Campus Center Information Desk from 9 a.m. to 9 p.m. at
(203) 254-4222, or if on campus, ext. 4222.
18
Student Services
Leslie C. Quick, Jr.
Recreation Complex
The Quick Recreation Complex (RecPlex) is a multi-pur-
pose facility with a 25-meter swimming pool; a field house
unit that can be used interchangeably for volleyball, basket-
ball and jogging: enclosed courts that can be used for
racquetball; two exercise rooms; a multi-purpose room that
can be used for modern dance, slimnastics and exercising;
two saunas and a whirlpool bath; a sunbathing deck; and
locker rooms.
Graduate students are eligible to join during each semester
they are enrolled upon presentation of a University identi-
fication card validated for the current semester. Member-
ship fee information is available at the RecPlex. The office
is open from 8;30 a.m. to 4;30 p.m., Monday through Fnday.
For complete information, call (203) 254-41 40, during office
hours.
Special Events
A continuous series of special events including exhibitions,
lectures, and dramatic and musical programs is scheduled
throughout the academic year. These events are open to all
members of the University community, and many of them
are free. For a complete calendar of events contact the
Barone Campus Center, ext. 4222, or check the university's
web site at http://www, fairfield.edu.
Security
The Secunty Department is responsible for the safety and
secunty of persons and property associated with Fairfield
University, The office is open, and security officers are on
patrol, 24 hours a day year-round. Violations of University
regulations, which require immediate attention, should be
reported to the Secunty Department.
The Security office is located in Room 2 on the ground floor
of Loyola Hall. To reach the department from an inside line,
dial extension 4090: from an outside telephone line, dial
254-4090. In an emergency, dial 254-4090.
Parking
All vehicles must display a valid vehicle registration decal
and be parked properly in designated areas. For part-time
graduate and continuing education students, the registra-
tion fee is included with tuition, so no additional fee must be
paid.
To register a vehicle, bring your current University I.D. or
registration receipt and the vehicle's registration to the
Secunty Department in Room 2 of Loyola Hall (ground
floor). A pamphlet explaining traffic and parking regulations
is available there.
Note: Unauthorized vehicles parked in fire lanes, handi-
capped spaces, or service vehicle spots are subject to fines
and may be towed, at the owner's expense. Vehicles of
handicapped persons must display an official campus or
state handicapped permit.
Master of Business Administration
19
The Master of Business
Administration (MBA)
Program
An MBA program is meant to be a generalist degree, which
covers all the relevant topical areas and gives a student the
opportunity to specialize, but not major, in a functional area
of business. The MBA program has three components:
core courses, breadth courses, and specialization or con-
centration courses.
The core courses are not required courses; they are
designed to provide fundamental tools and functional area
competencies for students who did not major in a business
specialty as undergraduates, did not perform well academi-
cally as undergraduates, or took only a portion of the
functional and tool courses that comprise the MBA core.
For example, a student who majored in Economics as an
undergraduate probably has sufficient background in eco-
nomics, mathematics, statistics, and information systems,
but lacks coursework in marketing, accounting, finance,
organizational behavior, etc. Therefore, the Economics
major would need to complete the missing core courses in
order to have the same set of fundamental competencies as
a student who majored in a business discipline. This is
called "leveling," i.e., everyone starts at the same level, or
nearly so, before they go on to take advanced coursework.
Therefore, the core courses are prerequisites to the full
MBA program.
The full MBA program is comprised of the breadth courses
and the specialization courses. The new AACSB accredi-
tation standards require at least 30 semester hours of study
beyond the core. The School of Business will limit the
number of options that it offers in both the breadth and
specialization courses to strengthen the program peda-
gogically with a strong set of breadth courses that everyone
must take, and limit the number of specialization electives
to provide a focus for each concentration.
Course Waiver Policy: Students admitted to the graduate
programs may be able to waive selected courses on tiie
basis of previous course work: relevant work experience
when combined with related course work: or a program of
graduate study completed with a grade of B or better. A
maximum of 8 courses may be waived. Concentration
courses may not be waived.
Generally, the student's undergraduate degree must have
been earned within five years of the date of enrollment in the
graduate program for undergraduate courses to be consid-
ered for waivers.
Requests for waivers will be decided after students are
accepted into the program. The request should be submit-
ted to the Associate Dean for Graduate Business Pro-
grams. Waiver Request Forms can be obtained from the
Dean's Office.
When submitting a request, students must provide all
relevant transcripts and supporting materials. Fairfield Uni-
versity alumni who received a B.S. in Business within 5
years of their enrollment into the M.B.A. or M.S. in Finance
Programs do not need to supply syllabi.
However, students who select Finance, Information Sys-
tems & Operations Management, or Marketing for their
Concentration may not be granted a waiver in the related
entry-level core course regardless of the number of under-
graduate courses taken in those areas.
Computer Usage: All students are expected to demon-
strate and/or attain proficiency in the use of computers
during their program of study. Usage is integrated through-
out the curriculum and it is expected in each course. The
School provides fully equipped microcomputer labs for
student use. and each student may obtain a computer
account for access to the University's mainframe systems.
The MBA Curriculum
Core Courses - 29 credits
AACSB standards require that the core curriculum include
the following core areas:
• Financial reporting, analysis and markets,
• Domestic and global economic environments of
organizations,
• Creation and distribution of goods and services, and
• Human behavior in organizations.
Core courses are designed to be taken before breadth and
elective courses.
All courses are 3 credits unless otherwise noted.
AC 400 Financial Accounting
(Waived by two accounting courses)
AC 401 Management Accounting
OR
AC 402 Financial Statement Analysis
(Either waived by three accounting courses)
(Prerequisite for both: AC 400)
BU 403 Global Legal, Social and Ethical
Environments of Business
Fl 401 Financial Management
(Prerequisite: AC 400)
IS 401 Information Communication and
Technology Management
MG 400 Organizational Behavior
MG 404 Quality Management and Operations
(Prerequisite: QA 401)
MK 401 Marketing Management
QA 400 Managerial and Mathematical Economics
QA 401 Data Analysis and Modeling, 2 credits
20
Master of Business Administration
Breadth Courses - 21 credits
BU 584 Global Competitive Strategy
(Prerequisites: All core courses, MG 508 .
and majority of breadth courses.)
Fl 500 Creating and Managing Shareholder Value
in a Dynamic Business Environment
(Prerequisites: AC 400 and Fl 401)
MG 503 Human Resource Strategies
MG 504 Leadership
(Prerequisites: MG 400, MG 503)
MG 507 Negotiations and Dispute Resolution
MG 508 Strategic Management of Technology
and Innovation
(Prerequisite: MG 404)
MK 500 Creating, Managing and
Measuring Customer Value
(Prerequisites: All core courses)
Elective Courses - 12 credits
Four elective courses are required with a minimum of three
electives from one area of concentration (Accounting,
eBusiness, Finance, Health Care Management, Human
Resource Management, Information Systems and Opera-
tions Management, International Business, Marketing or
Taxation). One elective must be a designated "research"
course in the student's area of concentration (see listing of
electives below). Usually, electives are taken following
completion of core and breadth courses.
MBA CONCENTRATIONS
Accounting Concentration:
To earn a Master's in Business Administration with a
concentration in Accounting, the student must successfully
complete the MBA core and breadth courses, as well as the
area of concentration in Accounting.
All courses are 3 credits unless otherwise noted.
To be eligible for admission to this area of concentration,
the student must have an undergraduate degree with a
major in accounting or equivalent, i.e., B.S. or B.A. The
equivalent of an undergraduate degree in Accounting
includes the successful completion of: Intermediate
Accounting (6 credits). Advanced Accounting (3 credits),
Cost Accounting (3 credits), and Auditing (3 credits).
Deficiencies will be handled on a case-by-case basis.
Students choosing the Accounting area of concentration
are expected to substitute TX 501 or TX 535 for AC 402
as breadth courses.
Required Concentration Course
AC 510* Contemporary Issues and Problems
In Accounting
Elective Concentration Courses
AC 520" International Business, Accounting,
and Tax Issues
AC 530 Accounting for Governments, Hospitals,
and Universities
AC 540* Design of Cost Management Systems
AC 550' Accounting Information Systems
and Technology
AC 560 Issues in Auditing & Assurance Services
TX 535 Taxation for Management
Decision-Making
'Designated as research courses.
eBusiness Concentration (requires four courses):
All students with a concentration in eBusiness must take
BU 470 Introduction to the Environment of eBusiness
A student may choose three courses from the following to
complete the concentration:
BU 530* Global Operations Management
BU 535* Global Logistics Management
BU 590* Seminar: Contemporary Topics in eBusiness
IS 501* International Information Systems
IS 503* Data Mining and Data Warehousing
MK 570* Internet Marketing
Finance Concentration:
All students with a concentration in Finance must take the
following courses:
Fl 401 Financial Management (Car^not be waived)
Fl 505' Case Problems in Finance
Fl 540 Investment Analysis
A student may choose one or two courses from the following
to complete the concentration:
Fl 520 Capital Budgeting
Fl 525 Working Capital Management
Fl 545 Portfolio Management
Fl 555* International Financial Management
Fl 560 Global Financial Markets and Institutions
Fl 565 Denvative Secunties
Fl 570 Fixed Income Secunties
Fl 585* Seminar: Contemporary Topics in Finance
Information Systems & Operations Management
Concentration:
All students with a concentration in IS&OM must take the
following courses:
IS 401 Information Communication and Technology
Management (cannot be waived from (he Core)
IS 503 Data Mining and Data Warehousing
(tormerly Decision Support and Expert Systems)
A student may choose two or three courses from
the following to complete the concentration. Students'
programs of study also may include courses selected from
the School of Engineenng's Master of Technology (MOT)
program.
BU 510 Applied Forecasting
BU 530* Global Operations Management
BU 535* Global Logistics Management
IS 501* International Information Systems
IS 502* Impact of Computing on Life and Work
IS 585' Seminar: Contemporary Topics in
Information Systems
International Business Concentration:
^ student may choose three or four courses from the
following to complete the concentration:
'^C 520*
BU 526*
BU530
3U535
Fl 555*
FI560
L 585*
S501*
VIG 550*
VI K 550*
International Business, Accounting
and Tax Issues
International Business Law & Regulation
Global Operations Management
Global Logistics iVIanagement
International Financial IVIanagement
Global Financial Markets and Institutions
Seminar: Contemporary Topics
in International Business
International Information Systems
International Human Resource Management
Global Marketing
Management Concentration:
\\\ students with a concentration in Management must take:
V1G 400 Organizational Behavior
(cannot be waived from the Core)
\ student may choose three or four courses from the
ollowing to complete the concentration:
^G500
VIG505
V1G510*
V1G 520*
VIG 550*
\AG 560*
VIG 570
VIG 580
VIG 585*
Corporate Culture and Diversity
Performance Appraisal and Compensation
Systems
Law and Human Resource Management
Women in the Workplace
International Human Resource Management
Entrepreneurship
Labor Relations
Cross-Cultural Management
Seminar: Contemporary Topics in Management
\ track in Human Resource Management is available with
he following courses:
VIG 400
VIG 510
VIG 505
Organizational Behavior (Cannot be Waived)
Law and Human Resource Management
Performance Appraisal and Compensation
Systems
OR
VIG 570 Labor Relations
\ student may choose one or two courses from the following
:o complete the concentration:
VIG 500
VIG 505
VIG 520*
VIG 550*
VIG 560*
VIG 570
VIG 580
VIG 585*
Corporate Culture and Diversity
Performance Appraisal and Compensation
Systems
Women in the Workplace
International Human Resource Management
Entrepreneurship
Labor Relations
Cross-Cultural Management
Seminar: Contemporary Topics in Management
Master of Business Administration
21
Marketing Concentration:
All students with a concentration in Marketing must take the
following courses:
MK 401 Marketing Management
(cannot be waived)
MK 510* Customer Behavior
MK 520* Marketing Research
A student may choose two courses from the following to
complete the concentration:
BU510 Applied Forecasting
BU 535* Global Logistics Management
MK 535 Building Brand Equity
MK 560* Business to Business Marketing
in the Internet Economy
MK 570* Internet Marketing
MK 540* Advertising Management
MK 550* Global Marketing
MK 585* Seminar: Contemporary Topics in Marketing
Taxation Concentration:
Students with a concentration in Taxation must take:
TX 501 Federal Income Taxation of Individuals
(3 credits)
plus
TX 501 L Federal Tax Research Methodology Lab
(1 credit)
TX 502 Taxation of Property Transactions
(Prerequisite: TX 501)
Students must choose a capstone and two elective courses
from one of the following tracks to complete the concentra-
tion:
Business Taxation Track
TX 510 Corporate and Shareholder Taxation
TX512 Advanced Corporate Taxation
Individual/Farvily Taxation Track
TX 520* Estate and Gift Taxation
TX 522* Taxation of Flow-Through Entities,
Shareholders and Beneficiaries
Capstone Courses
TX 550* Business Tax Planning -
Business Taxation Track
TX 560* Family Tax Planning -
Individual Taxation Track
Additional courses not part of eitlier Track
AC 520* International Business, Accounting
and Tax Issues
TX 535 Taxation for Management Decision- Making
'Designated as research courses.
Overall Program Requirements
Core Courses 29 credits
Breadth Courses 21 credits
Concentration Courses 12 credits
Total Requirements 62 credits
A minimum of 36 graduate credit hours must be completed
at Fairfield University for the MBA degree.
^ ^ Master of Business Administration
The Master of Science
in Finance Program
The Master of Science in Finance provides unique oppor-
tunities for individuals who want to enhance their career
opportunities in the areas of investments, corporate fi-
nance, or banking. The main program consists of ten 3-
credit courses (8 required and 2 electives) and is especially
useful for those who want to pursue advanced certification,
such as the CFA, CFM, CFP, etc. Applicants should hold an
undergraduate or an MBA degree and have an adequate
background in the areas of microeconomics, macroeco-
nomics, financial accounting, and statistics. Applicants
lacking proper training in these areas will need to take
preparatory courses in addition to the main course work.
The M.S. in Finance Curriculum
Required Courses - 24 credits
Fl 401 Financial Management
Fl 505 Case Problems in Finance
Fl 540 Investment Analysis
Fl 545 Portfolio Management
Fl 555 International Financial Management
Fl 560 Global Financial Markets and Institutions
Fl 565 Derivative Securities and Financial Risk
Management
Fl 595 Research Methods in Finance
Elective Courses - 6 credits
Fl 500 Creating and Managing Shareholder Value
Fl 520 Capital Budgeting
Fl 525 Working Capital Management
Fl 570 Fixed Income Securities
Fl 585 Seminar: Contemporary Topics in Finance
Fl 597 Independent Seminar in Finance
Note: All courses are 3-credit courses.
Overall Program Requirements
Required Courses 24 credits
Elective Courses 6 credits
Total Requirements 30 credits
The Master of Business
Administration Program
in PubUc Accounting
The Master of Business Administration Program in Public
Accounting (the "Program") is designed to provide students
with a Bachelor of Science degree in Accounting with an
opportunity to complete a Master in Business Administra-
tion degree within a 12- to 15-month period, based on
undergraduate coursework. as well as fulfill the 150 hour
criterion to sit for the uniform CPA examination, as passed
in the State of Connecticut and most other junsdictions.
Students complete their studies over one or two summers
and one academic year immediately following undergradu-
ate commencement (May through the following May or
August).
A key component of the Program is a Public Accounting
Practicum. The Practicum is a full-time, paid position with a
sponsoring national public accounting firm. The students
receive credit towards their MBA degree for completion of
the Practicum. Fairfield University undergraduates gener-
ally complete two Practicums, dunng the first half of the
spring Semesters of their senior and graduate years. Non-
Fairfield University students complete one Practicum, dur-
ing the first half of the sphng semester of the Program.
The Program in Public Accounting
Curriculum
The students in this program complete the series of Breadth
Courses as outlined under the general MBA curriculum
section. The students also complete a series of specializa-
tion courses in order to receive a concentration in Account-
ing and Taxation, or Finance. These concentrations are
fulfilled under the same standards outlined under the gen-
eral MBA curriculum section. In addition, students complete
a series cf accounting and taxation courses and the
Practicum in Public Accounting in order to fulfill the require-
ments to sit for the Uniform CPA Examination (the "Exam")
in the State of Connecticut, as well as a number of other
state jurisdictions. A number of courses are made available
to the students to meet these requirements. The Practicum
in Public Accounting is a program requirement. With re-
spect to all other courses, the students may choose the
particular courses to take, based on individual interest,
number of additional credits needed to sit for the Exam, and
availability in course offenngs. This series includes, but is
not limited to, the following courses:
TX 501 Federal Income Taxation of Individuals
TX 502 Taxation of Property Transactions
AC 510 Contemporary Issues and Problems
in Accounting
AC 520 International Business, Accounting
and Tax Issues
AC 530 Accounting for Governments, Hospitals,
and Universities
AC 560 Issues in Auditing and Assurance Services
Additional courses may be offered to fulfill the Exam re-
quirements due to curriculum enhancements and course
demand.
Computer Usage: All students are expected to demonstrate
and/or attain proficiency in the use of computers during
their program of study. Computer usage is integrated
throughout the curriculum and it is expected in each course.
The School provides fully equipped microcomputer labs for
student use and each student may obtain a computer
account for access to the University's mainframe systems.
Master of Science in Financial Management ^O
The Certificate Programs
for Advanced Study
The Certificate Programs for Advanced Study m Account-
ing, Finance, Human Resource Management, Information
Systems & Operations Management, International Busi-
ness, Marketing, and Taxation provide opportunities for
qualified professionals to enhance their competency and
update their skills in an area of specialization.
The 15-credit program is designed to provide a complete
integration to the theory and practice of contemporary
business. The Certificate Programs for Advanced Study in
Finance, Human Resource Management, Information Sys-
tems & Operations Management, International Business
and Marketing are suitable for working professionals who
have already earned a graduate degree whose responsi-
bilities are currently or expected to be in a particular
specialty, and who desire greater depth of academic prepa-
ration in that subject area; or for individuals outside of the
area who desire to understand multifunctional thinking in
order to compete effectively in the marketplace.
The program requires completion of the introductory course
in the subject area, i.e.. Finance: Financial Management, Fl
401; Human Resource Management: Human Resource
Strategies, MG 503; Marketing: Marketing Management,
MK 401 ; Information Systems & Operations Management:
Information Communication and Technology, IS 401; and
four additional courses selected from the area of specializa-
tion of courses in that subject area for a total of 1 5 credits.
All programs of study are planned, considering the interests
and goals of the participant, with the Assistant Director of
Graduate Programs.
Candidates for the certificate are to complete all require-
ments within three years of beginning their course work.
They are expected to make some annual progress toward
the certificate in order to remain in good standing. A
candidate who elects to take a leave of absence must notify
the Dean in writing.
Grades and academic average computation are identical to
those of the MBA and MS programs. Certificates are awarded
to candidates who complete their programs with at least a
3.00 overall grade point average.
24
Course Descriptions
I
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All courses are 3 credits unless otherwise noted.
Course Descriptions
AC 400 Financial Accounting
This course focuses on the basic concepts and tools of analysis
necessary for comprehending and using financial statements.
Students learn about the financial reporting process and focus on
interpreting financial statement information. Topics covered in-
clude financial statement analysis, accrual accounting, revenue
and expense recognition, and accounting for assets, liabilities and
equities.
AC 401 Management Accounting
This course focuses on the effect of the organization's cost
structure on its competitive position. The role of costs in managers'
decision-making and planning and control of the organization is
closely examined. Students learn to accumulate costs and assign
them to products and services. They engage in profit planning and
resource allocation through the budgeting process. They evaluate
organizational performance of cost, profit, and investment centers.
(Prerequisite: AC 400 or equivalent)
AC 402 Financial Statement Analysis
This course uses a case approach for analysis of financial state-
ments by users within and external to the organization. The focus
is on understanding the role of profitability, liquidity, solvency, and
capital structure in the financial position and performance of the
organization. The role of financial statement data in supporting
investment, credit, and other management decisions is also dis-
cussed (Prerequisite: AC 400 or equivalent)
AC 498 Public Accounting Practicum
Students gam practical expenence in a public accounting firm.
(Prerequisites: Admission to the f^BA Program in Public Account-
ing and approval of the program director)
AC 510 Contemporary Issues and Problems
in Accounting
This course provides a discussion of emerging issues, recent
pronouncements of accounting rule-making bodies, and unre-
solved controversies relating to contemporary financial reporting.
The course takes into consideration institutional, historical, and
international perspectives. Topics covered may include revenue
recognition, earnings quality, international harmonization, social
responsibility, and e-commerce issues. 6 credits
AC 520 International Business, Accounting,
and Tax Issues
This course examines both the cultural context of business and its
impact on accounting and tax systems as vi/ell as current issues
affecting the business entity in a global environment. (Prerequisite:
AC 400)
AC 530 Accounting for Governments, Hospitals,
and Universities
This course examines the fund accounting systems used by
governments, hospitals and universities. Topics may include fund
accounting, budgeting, and cost control systems. (Prerequisite:
AC 400)
AC 540 Design of Cost Management Systems
This case-based course focuses on the evolution of cost manage-
ment systems from the traditional accounting system to the fully
integrated accounting system. The development and use of an
activity-based costing system and a modern performance evalua-
tion system as additions to the traditional financial reporting
system are discussed as departures from the traditional system.
The course concludes with an exploration of the fully integrated
cost management system that incorporates the functionality of the
original accounting system with the add-on systems using an
enterprise resource planning system. (Prerequisites: AC 320 and
AC 365 or equivalent)
AC 550 Accounting Information Systems
and Technology
This course analyzes the methods used to capture, process, and
communicate accounting information in a modern business enter-
prise. Students learn to document business transaction cycles,
identify weaknesses, and recommend internal control improve-
ments. They are expected to design and build a module of an
accounting information system using appropnate database tech-
nology (Prerequisite: AC 365 or equivalent)
AC 560 Issues in Auditing and Assurance Services
This course examines current problems and issues in auditing and
assurance services. The course is designed with a modular format
that facilitates the updating of topics as needed. Topics may
include the following: Independence, matenality, forensic account-
ing, auditing e-commerce transactions, assurance services, man-
agement of the information systems audit function, intemal audit-
ing, fraud detection, and the evaluation of audit evidence. (Prereq-
uisite: AC 330 or equivalent)
BU 403 Global Legal. Social and Ethical Environments
of Business
An examination of the responsibility of business for the public
health and welfare, as expressed in major developments in the law
over the past half-century. The course includes an introduction to
the legal system as it expresses vanous social, ethical, and
political norms, and common law and regulatory controls in such
areas as consumer protection, unfair trade practices, workplace
safety, environmental protection and fair employment practices.
Students consider current ethical and moral dilemmas that con-
front both managers and public officials in each of these areas in
the U.S. as well as the global economies.
Course Descriptions
25
BU 470 Introduction to the Environment of eBusiness
This is a survey course designed to provide the framework for
appreciating the scope of eBusiness and setting the stage for
further study. Although founded on technology, eBusiness encom-
passes far more than technology. With this in mind, this introduc-
tory course is interdisciplinary in nature. Topics include: Defini-
tions and trends, foundations and infrastructure and the exog-
enous eBusiness environment. Definitions and trends coverage
includes topics such as B2B, B2C, electronic payment, privacy,
security, electronic catalogs, and auction sites. Foundations and
infrastructure will cover the use of networking, databases and the
Internet as a base for commerce. Study of the exogenous environ-
ment will include: Globalization, privacy, security, electronic con-
tracts and payments, content liability, social impact, taxation,
intellectual property, copyright, ownership of data, licensing, "cyber-
law," and worldwide government regulation. (Prerequisite: IS 401 )
BU 502 Global Market Analysis and Valuation
A complete review of economic, financial, and marketing condi-
tions necessary for a manager's analysis of new global market
opportunities and their viability. It entails macroeconomic analysis,
financial statement and cash flow forecasts, the determination of
market value added, financial ratio analysis, technology develop-
ment and marketing concepts.
BU 510 Applied Forecasting
An examination of the construction and use of mathematical
models and forecasting techniques. Linear programming, simula-
tion and decision-making under uncertainty are covered in detail.
The classical methods of time-series forecasting is presented.
Emphasis is placed upon practicality and will have extensive
computer support.
BU 526 International Business Law and Regulation
Public and private international law and regulation, emphasizing
issues relevant to doing business internationally.
BU 530 Global Operations Management
This course examines business practices on how to strategically
develop and implement operations and production competencies
to build competitive advantages. The objective of this course is to
address the issues of integrating technologies and operations,
strategic planning and control, quality and productivity improve-
ment, and reengineerlng. Several analytical models and computer
applications are used to aid decision-making. (Prerequisite: IVIG
404 or permission of instructor.)
BU 535 Global Logistics Management
This course emphasizes global logistics as the management of
time and place. It takes an integrated cross-functional manage-
ment approach utilizing strategic infrastructure and resource man-
agement to efficiently create customer value. Specifically, it exam-
ines the time-related global positioning of resources, or the strate-
gic management of the total supply-chain. Topics include procure-
ment, manufacturing, distribution, and waste disposal, and a
concomitant discussion of associated transport, storage and infor-
mation technologies.
BU 584 Global Competitive Strategy
BU 584 should be taken as the second course in a sequence with
MG 508 and is designed to be the H/IBA Capstone.
This course considers the formulation of effective policy and
strategy actions and their management. This course examines the
role of the general manager in this process and presents diversi-
fied issues and problems a business firm and managers may be
required to consider in strategic planning. The course also exam-
ines the problems and tasks of strategy implementation and the
general manager's function of achieving stated objectives and the
establishment of new objectives to assure the continuity of the
business organization. Students are required to prepare a busi-
ness plan as part of this course. (Prerequisites: All core courses,
MG 508, and majority of breadth courses.)
BU 590 Seminar: Contemporary Topics in eBusiness
This course examines current issues and literature on eBusiness.
The topics change from semester to semester depending on
student and/or faculty interest.
Fl 400 Monetary and Fiscal Policy
An examination of Keynesian, Monetarist and Rational Expecta-
tions theories of the role of money in the economy, the study of
monetary policy goals and their implementation. An examination of
federal government fiscal functions and budgets in terms of equity,
efficiency and stabilization. (Prerequisite: QA 400)
Fl 401 Financial Management
An examination of contemporary financial theory as applied to the
corporation. Consideration is given to the investment decision,
financing decision, and dividend decision in the framework of
efficient international capital markets. Other topics discussed
include the risk-return tradeoff and the theory and application of
options. (Prerequisite: AC 400)
Fl 500 Creating and Managing Shareholder Value
in a Dynamic Business Environment
This course examines business decision making with the aim of
creating and managing value for shareholders. Accordingly, stu-
dents learn how to lead and manage a business in a competitive
environment. This involves the formulation of corporate objectives
and strategies, operational planning and integration of various
business functions leading to greater shareholder value. Topical
coverage includes investment and strategic financial decision-
making. A business simulation is used to facilitate the learning
process. (Prerequisites: AC 400, Fl 401)
Fl 505 Case Problems in Finance
An examination and application of the principles developed in
Financial Management to specific problems. The objective is a
complete integration, in a strategic planning context, to the theory
and practice of finance using case studies. (Prerequisite: Fl 401)
Fl 520 Capital Budgeting
An examination of the decision methods employed regarding long-
term asset investment and capital budgeting policy. The course
includes a study of quantitative methods used in the capital
budgeting process - simulation, mixed integer programming, and
goal programming. The student uses these techniques and sup-
porting computer software to address questions raised in case
studies. (Prerequisite: Fl 401)
26
Course Descriptions
Fl 525 Working Capital Management
An examination of the theory, practice and corporate policy of the
management of current assets and current liabilities. Topical
coverage includes cash and marketable secunties management,
cash budgeting, inventory control, accounts receivable manage-
ment, and short-term and intermediate-term financing. (Prerequi-
site: FI401)
Fl 540 Investment Analysis
An examination of the determinants of valuation for bonds, stocks,
options, and futures. The function of efficient capital markets are
stressed in developing the risk-return tradeoffs essential to the
valuation process. (Prerequisite: Fl 401)
Fl 545 Portfolio Management
An examination of how individuals and firms allocate and finance
their resources between risky and riskless assets to maximize
utility. An overall model is examined that provides the sense that
the portfolio process is both dynamic and adaptive. Consideration
is given to portfolio planning, investment analysis, portfolio selec-
tion, portfolio evaluation, and portfolio revision. (Prerequisite:
Fl 540)
Fl 555 International Financial Management
The globalization of international financial markets presents inter-
national investors and multinational corporations with new chal-
lenges regarding opportunities and risks. This course examines
the international financial environment of investments and corpo-
rate finance. The alternatives available to market participants are
evaluated in terms of risk and benefits. Topics covered include
exchange rate determination, exchange rate exposure, basic
financial equilibnum relationships, nsk management including the
use of currency options and futures, international capital budgeting
and cost of capital, and short-term and international trade financ-
ing. (Prerequisite: Fl 401)
Fl 560 Global Financial Markets and Institutions
An examination of financial markets in the context of their function
in the economic system. The matenal deals with the complexity of
the financial markets and the variety of financial Institutions that
have developed. The dynamic nature of the financial world, which
is continually evolving, is stressed.
Fl 565 Derivative Securities and Financial Risk
Management
This course offers in-depth coverage of derivative securities (i.e.,
options futures and swaps). Traditional as well as more exotic
derivatives are covered. The objectives of the course include
analysis of the principles that govern the pricing and the two most
important uses of these securities, hedging and speculation. The
use of derivatives in managing nsk exposure and assessing value
at risk (VAR) is emphasized. (Prerequisite: Fl 540)
Fl 570 Fixed Income Securities
This course deals extensively with the analysis and management
of fixed income securities. They constitute almost two thirds of the
market value of all outstanding securities. This course provides an
analysis of Treasury and agency secunties, corporate bonds,
international bonds. Mortgage-Backed Securities, and related
derivatives. More specifically, this course provides an in-depth
analysis of fixed income investment charactenstics, modern valu-
ation, and portfolio strategies. (Prerequisite: Fl 540)
Fl 585 Seminar: Contemporary Topics in Finance
An examination of recent practitioner and academic literature in
various areas of finance Topics vary each semester to fit the
interests of the seminar participants. Guest speakers are invited as
appropriate. (Prerequisite: Fl 401)
Fl 595 Research Methods in Finance
This course deals extensively with applied research methods in
finance. Finance is a highly empincal discipline because there is
practical relevance in the models and theories used. What distin-
guishes research methodology in finance from the methodology
used in other social sciences is the central role that nsk plays. This
in turn has necessitated the creation of new methods of investiga-
tion. These new methods are adopted by the finance industry at an
astonishingly fast rate. For example, methods of assessing
stationarity and long-run equilibnum as well as methods measur-
ing uncertainty found a home in the finance area. This course
covers both traditional and new research methods that are directly,
and in most instances, solely applicable to finance problems. This
course is only open to M.S. in Finance students. (Prerequisite:
Fl 540)
Fl 597 Independent Seminar in Finance
This course provides students with the opportunity to explore a
financial topic of interest in depth. The intent is to immerse the
student in detailed investigation requiring substantial research and
analysis. This course is only open to M.S. in Finance students.
(Prerequisite: Fl 595)
IL 585 Seminar: Contemporary Topics in
International Business
An examination of recent practitioner and academic literature in
various areas of international management Topics vary each
semester to fit the interests of the seminar participants. Guest
speakers are invited as appropriate.
IS 401 Information Communication and
Technology Management
This course provides an examination of techniques for determining
the information needs of a manager and for developing the sys-
tems, using the approphate technology, whereby that information
is available to the manager at the time required, in a format desired
and at a cost that is reasonable.
IS 501 International Information Systems
This course explores the impact of information technology on
globalization of business, environments of Wesl'East Europe,
Pacific Rim, and the Third World, models and issues, planning and
managing global systems, and technology transfer. This includes
the history and types of information systems, impact on business
and increased competitiveness: information technology environ-
ment in West/East Europe. Pacific nm. Third World: technical,
economic, behavioral issues of global information systems: multi-
national challenges, strategies for International agencies: techni-
cal components of global information systems, cost/benefit analy-
sis of global systems, maintenance issues: and information tech-
nology transfer, transborder data flows, and electronic data inter-
change.
J
Course Descriptions
27
IS 502 Impact of Computing on Life and Work
Coping with cyberspace in work and life calls for a new type of
"fiero" for the information age - one who is a team player, a
visionary, and has information-enablement in theory and applica-
tion. This course focuses on appropriate use of information tech-
nology with special emphasis on the non-technical aspects of
introducing computing in different environments, game playing
and virtual reality implications. The course presents ways to cope
with information technology in the workforce of the next century.
The text highlights work through the ages, technological change,
automation, and progress: humanism, alienation, privacy and
surveillance, intellectual properly; political correctness and ethical
implications of the use of information technology; emergence of a
new technologically-based elite, workforce 2000 issues; corporate
decision-making, simulation concerns, training managers for the
next century; power and information, dealing with complexity,
accountability; and information technology and personal decision-
making styles, personal productivity, and collaboration.
IS 503 Data Mining and Data Warehousing
This course is an in-depth look at building a Data Warehouse and
its use in Data tvlining. (vlaking use of a modern DBiyiS, the areas
of analysis, design and construction of Data Warehouses, Star-
Schema or Multidimensional are explored. Students, working in
teams, focus on the phases of building the Data Warehouse, and
explore its contents with Data Mining techniques such as Predic-
tive Data Mining and Knowledge Discovery.
IS 585 Seminar: Contemporary Topics in
Information Systems
This course is derived from current literature on information tech-
nology. The topics change from semester to semester depending
on student and/or faculty interest and may include topics such as
enterprise-wide computing with networks; modeling and business
simulation; technotrends for the new millennium; creative prob-
lem-solving using information technology; executive information
systems for decision-making; ethics, morals, and other socio-
economics factors in the use of information technology; compara-
tive computer languages: limitations and applications; and
groupware and electronic media in decision-making.
MG 400 Organizational Behavior
An examination of micro-level organizational behavior theories as
applied to organizational settings. Topics such as motivation,
leadership, job design, interpersonal relations, group dynamics,
communication processes, organizational politics, career devel-
opment and strategies for change at the individual and group levels
are covered. An experiential format is utilized to provide students
with a simulated practical understanding of these processes in
their respective organizations.
MG 404 Quality Management and Operations
This is an introductory course in quality control for business
students concerned with the connection between management
philosophy and the notion of continuous improvement. The course
takes a process-oriented approach that lends itself to an emphasis
on the work of Deming and Shewhart to develop the distinction
between a stable process and an unstable process. It is vital that
management recognize this distinction and understand that a
stable process is achieved by removing, one by one, the special
causes of trouble which are best detected with simple statistical
methods. (Prerequisite: QA 401)
MG 500 Corporate Culture and Diversity Management
Students explore the impact of corporate culture on the manage-
ment of diversity. They develop an increased appreciation for the
ways in which valuing differences in the workplace can enhance
both personal development and organizational effectiveness. To
accomplish this, students explore why diversity has become a
central strategic issue, their own operative diversity framework,
the relationship between diversity and management effectiveness,
and strategies for valuing diversity. The class addresses specific
dimensions of diversity and the knowledge and skills students
must develop to effectively work with others who are different from
them
MG 503 Human Resource Strategies
This course conceptualizes "human resource strategies" in the
broadest sense. As a required component in the MBA curriculum
for all students, the central goal of this course is to assist students
from all fields to become better managers of people - better
bosses, better leaders, better motivators, and more effective
employer agents. Toward these ends, the course familiarizes
students with the basics and best practices in several functional
areas of employee management (i.e., staffing, performance evalu-
ation, training and development, compensation, work design, and
labor relations), their nexus to organizational performance, and
their interconnections. Moreover, on the micro level, it encourages
students to develop and refine strategies that will strengthen their
personal model of employee management.
MG 504 Leadership
Are great leaders born or made? This course explores the art and
science of leadership and interpersonal influence. Theories of
leadership, empowerment, and delegation are reviewed to deter-
mine what makes an effective leader. Students participate in a
variety of experiential exercises and participate in a team building
"Leadership Challenge" experience. (Prerequisites: MG 400,
MG 503)
MG 505 Performance Appraisal and Compensation
Systems
This course is intended to build on the foundational evaluation and
reward concepts covered in Human Resource Strategies. Stu-
dents explore in some depth the interface of organizational perfor-
mance management and compensation systems. Topics may
include 360 feedback programs, behaviorally-anchored rating
scales, ESOPs, profit-sharing, gain-sharing, and the strategic use
of employee benefits. (Prerequisite: MG 503)
MG 507 Negotiations and Dispute Resolution
Extensive discussion of pnnciples of negotiation and dispute
resolution. A major project involves dispute resolutions, such as
workplace grievance, loan workouts, or contractual disputes.
MG 508 Strategic Management of Technology
and Innovation
MG 508 should be taken as the first course in a sequence with
BU 584.
Topics covered include competitive analysis in various market
structures, technology development, new product development,
dealing with uncertainty and risk, technology transfer, technology
management and selection, and other topics relevant to the
economic value of the firm. (Prerequisite: MG 404)
28
Course Descriptions
MG 510 Law and Human Resource Management
This course examines law and public policy issues regarding
employee rights and obligations, including employment discnmi-
nation, OSHA, pension and benefit issues, minimum wage, and
workers' compensation and employment benefits. This course
also covers methods of alternative dispute resolution including
mediation, arbitration and negotiation in a Human Resource con-
text.
MG 520 Women in the Workplace
This course focuses on gender issues in the workplace, through
examination of such topics as sex role expectations, social roles
and the construction of gender as it influences organization,
gender role stereotyping, and gender and power. Also considered
are issues such as pay differentials, work and family responsibility,
women as entrepreneurs, sexual orientation, and the intersection
of race, class, ethnicity and gender as factors affecting work and
careers. The course also covers the status of women workers in an
international context.
MG 550 International Human Resource Management
This course recognizes the complexities of managing human
resources in the global village. It deals with topics such as work
force diversity as the firm enters new global markets, international
training issues, legal and regulatory issues, retention, workforce
mobility, compensation and other issues.
MG 560 Entrepreneurship
This course covers the topic of entrepreneurship and small busi-
ness management. The focus of the course is the development of
entrepreneurial start-up ventures from the point of view of the
founding entrepreneur. The characteristics and skills of successful
entrepreneurs, the stages of growth of entrepreneurial businesses
and the crises of management in start-up ventures are explored.
Issues confronting family and small business management also
are discussed. (Students have the opportunity to create their own
start-up business plan in conjunction with other faculty as the
primary course requirement).
MG 570 Labor Relations
The dual aim of this course is to acquaint the student with the
dynamics of the labor-management relation and to make the
student a better negotiator and manager of workplace conflict.
Toward these ends, this course examines the processes of bar-
gaining and dispute resolution primarily in the context of the
unionized environment. Case studies, law cases, and experiential
exercises are used to explore issues such as negotiations strat-
egy, mediation, and arbitration. Successful models of cooperative
relations between management and labor are also covered.
MG 580 Cross-Cultural Management
This course develops a framework for distinguishing the various
stages of cooperative relationships across national cultures which
have distinct characteristics and call for different modes of behav-
ior. The stages of this framework include: identifying a cross
cultural win-win strategy; translating the strategy into viable action
plans: executing the strategy and making cross cultural collabora-
tion happen; and assuring that emerging synergistic organizations
become self-initiating entities. Concurrently, the necessary mana-
gerial skills for the support of each of these stages are identified
and discussed in detail.
MG 585 Seminar: Contemporary Topics in
Management
An examination of recent practitioner and academic literature in
various areas of Human Resource Management. Topics vary each
semester to fit the interests of the seminar participants. Guest
speakers may be Invited as appropriate.
MK 401 Marketing Management
An examination of analytical and managenal techniques as ap-
plied to the marketing function. Emphasis is on the development of
a conceptual framework necessary to plan, organize, direct and
control the product, promotion, distnbution, and pncing strategies
of the firm. Consideration is also given to the way marketing relates
to other units within the firm.
MK 500 Creating, Managing, and Measuring
Customer Value
The course covers several of the related but independent concepts
that have recently emerged under the umbrella of "customer
value." The nature of the costs and benefits associated with the
notion of customer value are discussed, as are the associated
concepts of customer satisfaction, customer loyalty and customer
relationship building. The philosophy undertying the course is that
the satisfaction of customer needs is the best way to meet the
organizational goals of the firm in the long term. These concepts
are also discussed in terms of adding 'value' to global campaigns
for products and services. (Prerequisites: All core courses)
MK510 Customer Behavior
This is an interdisciplinary approach to understanding the behavior
of consumers in the marketplace. Concepts covered are from the
fields of economics, psychology, social psychology, sociology,
and psychoanalysis. Among the many topics covered are motiva-
tion, perception, attitudes, consumer search, and post-transac-
tional behavior (Prerequisite: MK 401 , or permission of instmctor)
MK 520 Marketing Research
This course provides an overview of the nsks associated with
marketing decisions. Emphasis is on developing skills for conduct-
ing basic market research. Topics covered include problem
formulation, research design, data collection instruments, sam-
pling and field operations, validity, data analysis, and presentation
of results, (Prerequisite: MK 401 or permission of instructor)
MK 535 Building Brand Equity
This course focuses on both the theory and conceptual tools
involved in the development and implementation of product and
services branding strategies, as means for insuring brand aware-
ness, acceptance, and success (i.e.. "equity") in the mart<etplace.
The objectives of the course are to: 1 ) highlight the importance and
impact of the brand in the marketplace, 2) identify vanous deci-
sions involved in creating successful brands. 3) provide an over-
view of different means for measunng brand effectiveness, and 4)
explore the existence of customer-brand relationships. The course
matenal is offered in three general modules: Module 1 - Identifying/
Developing Brand Equity: Module 2 - Measunng Brand Equity: and
Module 3 - Managing Brand Equity. (Prerequisite: MK 401 or
permission of instructor)
MK 540 Advertising Management
The goal of this course is to provide a comprehensive overview of
advertising and promotional processes, and develop strategies
facilitating managenal decisions in the areas of advertising, public
relations, sales promotion, and direct marketing Accordingly, this
course 1 ) analyzes the importance and influence of advertising in
the changing marketplace, 2) provides the student with an inte-
grated approach for analyzing marketing communication opportu-
nities, 3) develops the capability for designing, implementing, and
evaluating advertising campaigns, and 4) promotes an under-
standing of the different methods of measunng advertising effec-
tiveness. (Prerequisite: MK 401 or permission of instructor)
Course Descriptions
29
MK 550 Global Marketing
This course investigates the role of marketing and marketing
management in different environments. It focuses on the distinc-
tion between the various marketing activities in a domestic setting
versus the Impact of the cultural, political, and geographic issues
faced in different countries and regions of the world. (Prerequisite:
fi^K 401 or permission of instructor)
MK 560 Business-to-Business Marketing in
the Internet Economy
The object of the course is to develop an applied understanding of
the principles of business-to-business marketing. Business-to-
business marketing focuses on organizational customers who buy
for production purposes, rather than individuals who buy for
personal consumption. The techno-economic purchase motiva-
tions of organizational customers require appropriate adaptation
of product, distribution, promotion, and pricing strategies. The
course examines the strategic and operational implications of
organizational buyer behavior and other special characteristics of
business-to-business products and services that influence their
marketing strategy. The Internet has become an integral and
indispensable instrument of every function and activity in busi-
ness-to-business marketing operations, and its specific and vital
role is discussed in all subjects covered in the course. (Prerequi-
site: MK 401 or permission of instructor)
MK 570 Internet Marketing
The move to an Internet-based society is one of the most important
changes that is said to have a significant impact on the way in
which business is, and is going to be, conducted. In this course,
particular attention is paid to the impact of Internet technology on
marketing strategy and practices. Internet technology and
eBusiness are discussed in the context of established marketing
concepts such as promotion, distribution/logistics, pricing, retail-
ing, marketing research, customer behavior and many other prod-
uct/service decisions. This is done from a practical as well as
academic perspective. Students develop a more profound under-
standing of the marketing implications of this promising develop-
ment in the way business is being conducted. (Prerequisite:
I^K 401 or permission of instructor)
MK 585 Seminar: Contemporary Topics in Marketing
An examination of recent practitioner and academic literature in
various areas of marketing. Topics vary each semester to fit the
interests of the seminar participants. Guest speakers are invited as
appropriate. (Prerequisite: MK 401 or permission of instructor)
QA 400 Managerial and Mathematical Economics
This course focuses on the economic concepts of equilibrium and
optimization. The first half of the course covers the economy-wide
or macroeconomic equilibrium and its determinants. The role
played by both the fiscal branch of government and the Federal
Reserve will be discussed. The second half of the course will cover
optimization at the microeconomic level. Both consumer and firm
behavior are examined. Finally, connections are drawn between
macro and micro aspects of the course. Throughout the course,
mathematical economic methods provide the expository process
for the topics presented and discussed.
QA 401 Data Analysis and Modeling
Graphical and exploratory methods of data analysis are studied.
To provide a foundation for useful statistical methods, properties
of several distributions (e.g. binomial, normal) are presented.
Various statistical methods (including hypothesis testing, analysis
of variance and linear regression) are examined for the purposes
of prediction and inference. Regression modeling is the highlight
and makes up the latter part of the course. Quantitative reasoning,
a crucial asset in everyday business, is the goal. Statistical
reasoning and methodology provide the tools to reach this goal.
2 credits
TX 501 Federal Income Taxation of Individuals
This course is designed to introduce students to fundamental
income tax concepts through explanation of the federal income tax
calculation and tax policy. Topics covered include individual and
entity taxation, gross income and deductions, tax accounting,
alternative minimum tax, and taxation procedure. Students must
take TX 501 L concurrently with this course.
TX 501 L Federal Tax Research Methodology Lab
This lab introduces the student to the major sources of tax law and
the basic research materials and methods used by the profes-
sional in resolving tax issues. The lab is a required one-credit
companion to TX 501 . / credit
TX 502 Taxation of Property Transactions
This course covers the taxation of property acquisitions and
dispositions. Topics covered include the distinction between capi-
tal and ordinary asset taxation, non-taxable and deferred tax
transactions such as like-kind exchanges, real estate sales, re-
lated party losses, and wash sales. (Prerequisite: TX 501)
TX 510 Corporate and Shareholder Taxation
This course covers the basics of creating a corporation and the
taxation of its operations in the ordinary course of business. Topics
covered include a brief comparison of the forms of doing business
for tax purposes, formation of corporations, distributions to share-
holders, net operating losses, consolidated returns, penalty taxes
such as accumulated earnings, alternative minimum tax, personal
holding companies, and an introduction to multi-state taxation.
(Prerequisites: TX 501 and TX 502)
TX 512 Advanced Corporate Taxation
This course covers liquidations, corporate reorganizations, merg-
ers and acquisitions, personal holding companies, accumulated
earnings and international tax issues. (Prerequisite: TX 510)
TX 520 Estate and Gift Taxation
This course covers the complete realm of the unified estate and gift
tax section of the Internal Revenue Code. (Prerequisite: TX 501)
30
Course Descriptions
TX 522 Taxation of Flow-Through Entities,
Shareholders and Beneficiaries
This course covers the income taxation of estates and trusts,
S corporations and partnerships (Prerequisite: TX 502)
TX 535 Taxation for Management Decision Making
This course is designed to develop, in managers, awareness and
appreciation of tax issues and their implications in decision making
in the business environment. Focus is placed on gross income
concepts, taxable entities, the tax process, compensation plan-
ning and other issues that may affect the manager in planning. This
course is not pan of the taxation specialization. No accounting or
tax background is necessary.
TX 550 Business Tax Planning
This course deals with the integration of topical areas of current tax
planning involving domestic and foreign corporate issues. The
case methodology is used and explores such issues as compen-
sation planning, initial public offenngs, sales and acquisitions and
other forms of divestitures. (Prerequisites; TX 510 and TX 512)
TX 560 Family Tax Planning
This course deals with the integration of current topical areas
involving estate and financial planning techniques. The case
methodology is used and explores such issues as life insurance,
retirement, estate freezes, preferred stock recapitalizations, is-
sues of closely held businesses, and divorce. (Prerequisites:
TX 520 and TX 522)
Educational Policies and General Regulations
31
Educational Policies and
General Regulations
Catalog
This catalog pertains only to the graduate programs at
Fairfield University. It will be useful as a source of continu-
ing reference and should be saved by the student.
The provisions of this bulletin are not an irrevocable con-
tract between Fairfield University and the student. The
University reserves the right to change any provision or any
requirement at any time.
Grades
The work of each student is graded on the following basis:
A Excellent
B Good
C Fair
F Failed
I Incomplete
W Withdrew without penalty
The symbol + suffixed to the grades of B and C indicates the
upper ranges covered by those grades. The symbol -
suffixed to the grades A, B and C indicates the lower ranges
covered by those grades.
A student who elects to withdraw from a course must obtain
written approval from the Dean. Refunds will not be granted
without whtten notice. The amount of tuition refund will be
based upon the date the notice is received. Fees are not
refundable unless a course is canceled.
University Course Numbering System Academic Average
Undergraduate
01-99 Introductory courses
100-199 Intermediate courses without prerequisites
200-299 Intermediate courses with prerequisites
300-399 Advanced courses, normally limited
to juniors and seniors and open to
graduate students with permission
Graduate courses, open to undergraduate
students with permission
Graduate courses
Graduate
400-499
500-599
Each grade has a numerical value as follows: A = 4.00:
A- = 3.67: B+ = 3.33: B = 3.00: B- = 2.67: C+ = 2.33: C = 2.00;
C- = 1 .67: F = 0. When the numerical value is multiplied by
the credit value of the course, the resulting number is known
as the number of quality points.
The student's grade point average is computed by dividing
the number of quality points earned by the total number of
credits completed, including failed courses. The average is
rounded to the nearest second decimal place.
Student Programs of Study
All programs of study must be planned with an advisor. In
granting approval, the advisor will consider the student's
previous academic record and whether or not the prerequi-
sites set forth for the specific program (I^BA, MS or Certifi-
cate) have been met.
Time to Complete Degree
Students are expected to complete all requirements for the
[\/IBA and IVIS programs within five years, and within three
years for the Certificate Program, after beginning their
course work. Each student is expected to make some
annual progress toward the degree or certificate to remain
in good standing.
A student who elects to take a leave of absence must submit
a request, in writing, to the Dean.
Academic Honesty
Fairfield University's primary purpose is the pursuit of
academic excellence. Teaching and learning must be based
on mutual trust and respect. This is possible only in an
atmosphere where discovery and communication of knowl-
edge are marked by scrupulous, unqualified honesty and
integrity. Such integrity is fundamental to, and an inherent
part of, a Jesuit education. Any violation of academic
integrity wounds the entire community and undermines the
trust upon which the discovery and communication of
knowledge depends.
All members of the Fairfield University community share
responsibility for establishing and maintaining appropriate
standards of academic honesty and integhty. As such,
faculty members have an obligation to set high standards of
honesty and integrity through personal example and the
learning communities they create. It is further expected that
students will follow these standards and encourage others
to do so.
32
Educational Policies and General Regulations
Maintenance of Academic Standards
Students are required to maintain satisfactory academic
standards of scholastic performance.
Candidates for the master's degrees or the certificate
program must maintain a 3.00 grade point average.
Probation
A student whose overall grade point average falls below
3.00 in any semester is placed on probation for the following
semester. If the overall grade point average is again below
3.00 at the end of that semester, the student may be
dropped from the School. Any student who receives two
course grades in any business graduate program below
2.67 or B- will be excluded from the program.
Withdrawal
Students who wish to withdraw from a single course, all
courses, or the School must submit a written statement of
their intention to the appropriate Dean for his or her ap-
proval. Failure to attend class or merely giving notice to an
instructor does not constitute an official withdrawal and may
result in a penalty grade(s) being recorded for the course(s).
In general, course withdrawals are not approved after the
sixth scheduled class. In extreme cases, exceptions may
be approved by the Dean.
Transfer of Credit
Transfer of credit from another approved institution of
higher learning will be allowed if it is graduate work done
after the completion of a bachelor's program and completed
prior to entehng Fairfield University.
No more than six credits may be transferred, and they must
be appropriate to the student's present program. An official
transcript of the work done must be received before a
decision will be made on approving the transfer.
No transfer of credit will be considered until 12 semester
hours of the student's program have been completed at
Fairfield University. Although no credits for C courses may
transfer toward a degree, courses in which C grades were
earned may, at the discretion of the Dean, be used for
waiving Core courses.
Scholastic Honors
Beta Gamma Sigma - The Honor Society
for AACSB Accredited Business Programs
Beta Gamma Sigma is an international honor society recog-
nizing the outstanding academic achievements of students
enrolled in collegiate business programs accredited by The
AACSB International - The Association to Advance Colle-
giate Schools of Business. With more than 440,000 mem-
bers worldwide, the Society's membership comphses the
bnghtest and best of the world's business leaders. At
Fairfield University, the top five percent of juniors, top ten
percent of seniors, and top twenty percent of graduate
students are eligible for membership. Each spnng, an
induction ceremony is held at the Charles F. Dolan School
of Business to welcome new members into the Society.
Beta Gamma Sigma membership provides recognition for
a lifetime. With alumni chapters in major metropolitan areas
across the United States and the BetaLink on-line member-
ship community, those recognized for their academic
achievements at Fairfield University can continue an active
relationship with Beta Gamma Sigma long after graduation.
This lifelong commitment to its members' academic and
professional success is defined in the Society's mission; To
encourage and honor academic achievement in the study
of business and personal and professional excellence in
the practice of business.
Graduation and Commencement
Diplomas are awarded in January. May. and August (see
calendar for application deadlines). Students who have
been awarded diplomas in the previous August and Janu-
ary, and those who have completed all degree require-
ments for May graduation, are invited to participate in the
May commencement ceremony. However, graduate stu-
dents must successfully complete all requirements for the
degree in order to participate in commencement.
Transcripts
Graduate transcript requests should be made in writing to
the University Registrar's Office in Canisius Hall. There is
a S4 fee for each copy. Students should indicate the
program and dates that they attended. In accordance with
the general practices of colleges and universities, official
transchpts with the University Seal are sent directly by the
University. Requests should be made one week in advance
of the date they are needed. Requests are not processed
during examination and registration penods.
Educational Policies and General Regulations
33
Academic Grievance
The purpose of procedures for review of academic griev-
ances is to protect the rights of students, faculty, and the
University by providing mechanisms for equitable problem
solving.
A "grievance" is defined as a complaint of unfair treatment
for which a specific remedy is sought. It excludes circum-
stances that may give rise to a complaint for which explicit
redress is neither called for nor sought, or for which other
structures within the University serve as an agency for
resolution.
Academic grievances either relate to procedural appeals or
to academic competence appeals.
Procedural appeals are defined as those seeking a remedy
where no issue of the quality of the student's work is
involved. For example, a student might contend that the
professor failed to follow previously announced mecha-
nisms of evaluation.
Academic competence appeals are defined as those seek-
ing a remedy because the evaluation of the quality of a
student's work in a course is disputed.
"Remedies" would include but not be limited to awarded
grade changes, such as permission to take make-up exami-
nations or to repeat courses without penalty.
The procedures defined here must be initiated within a
reasonable period (usually a semester) after the event that
is the subject of the grievance.
Informal Procedure
Step one: The student attempts to resolve any academic
grievance with the faculty member, Department Chair, or
other individual or agency involved. If, following this initial
attempt at resolution, the student remains convinced that a
grievance exists, she or he advances to step two.
Step two: The student consults the Chair, or other individu-
als when appropriate, bringing wntten documentation of the
process up to this point. If the student continues to assert
that a grievance exists after attempted reconciliation, she/
he advances to step three.
Step three: The student presents the grievance to the Dean
of the involved school, bringing to this meeting documenta-
tion of steps one and two. If the Dean's attempts at media-
tion prove unsuccessful, the student is informed of the right
to initiate formal review procedure.
Formal Procedure
Step one: If the student still believes that the grievance
remains unresolved following these informal procedures,
she/he initiates the formal review procedure t)y making a
written request for a formal hearing through the Dean to the
Academic Vice President. Such a request should define the
grievance and be accompanied by documentation of comple-
tion of the informal process. It should also be accompanied
by the Dean's opinion of the grievance.
Step hvo.' The Academic Vice President determines whether
the grievance merits further attention. If not, the student is
so informed. If so, the Academic Vice President determines
whether it is a procedural or competence appeal. If it relates
to a procedural matter, she/he selects a Dean (other than
the Dean of the involved school) to chair a Grievance
Committee.
If it relates to an academic competence matter, the Aca-
demic Vice President requests from the Dean involved the
name of two outside experts to serve as a consultant panel
in determining the merit of the student's grievance.
Step ttiree: For procedural appeals, the Grievance Commit-
tee takes whatever steps are deemed appropriate to render
a recommendation for resolving the grievance. The Com-
mittee adheres to due process procedures analogous to
those in the Faculty Handbook
For competence appeals, the Academic Vice President
contacts the outside panel members and requests that they
review the case in relation to its content validity.
Step four: The recommendation from either the Grievance
Committee or the panel is forwarded to the Academic Vice
President in written form, accompanied, if necessary, by
any supporting data that formed the basis of the recommen-
dation.
Step five: The Academic Vice President renders a final and
binding judgment, notifying all involved parties. If the griev-
ance involves a dispute over a course grade given by a
faculty member, the Academic Vice President is the only
University official empowered to change that grade, and
then only at the recommendation of the committee or panel.
Faculty
34
Faculty
The faculty who teach in this program include:
Bharat B. Bhalla
Professor of Finance
Associate Dean. Dolan School of Business
B.A., Punjab University
M.B.A., Delhi University
PhD . Cornell University
Mousumi Bhattacharya
Assistant Professor of Management
B.A., M.B.A., Jadavpur University
Ph.D., Syracuse University
Bruce Bradford, CP.A.
Associate Professor of Accounting:
Artliur Andersen Fellow
B.S., M.S., Ph.D., Virginia Polytechnic Institute and
State University
M.B.A., Arkansas State University
D.B.A., University of Memphis
Gerard M. Campbell
Ctiair. IS&OM Department
Associate Professor of Information Systems
& Operations Management
B.S., Columbia University
M.B.A., University of Connecticut
M.S., Rensselaer Polytechnic Institute
Ph.D., Indiana University
Paul Caster. CP.A.
Director, Graduate Accounting Academic Programs
Associate Professor of Accounting
B.S., Lehigh University
M.B.A., A.B.D., University of Chicago
Ph.D., University of North Texas
Gerald 0. Cavallo
Associate Professor of Marketing
B.B.A., Pace University
M.B.A., Columbia University
MB. A., Ph.D., City University of New York
J. Michael Cavanaugh
Associate Professor of Management
B.A., St. Francis College
B.S., Baylor College of Medicine
M.S., Georgetown University
M.B.A., Rensselaer Polytechnic Institute
Ph.D., University of Massachusetts
Arjun Chaudhuri
Chair, Marl<eting Department
Professor of Marketing
B.A., M.A., Calcutta University
M.A., Ph.D., University of Connecticut
Elia V. Chepaitis
Associate Professor of Information Systems
& Operations Management
B.A.. Manhattanville College
M.A.. Georgetown University
MB. A.. University of New Haven
Ph.D.. University of Connecticut
Thomas E. Conine, Jr.
Professor of Finance
B.S.. University of Connecticut
M.B.A., Ph.D., New York University
Sandra J. Ducoffe
Associate Professor of Marketing
B.A.. University of Michigan
M.A.. Ph.D., Michigan State University
Donald E. Gibson
Associate Professor of Management
B.S., University of California
M.A., San Francisco State University
M.B.A.. Ph.D.. University of California, Los Angeles
Xin (James) He
Associate Professor of Information Systems
& Operations Management
B.S.. Zhejiang University
M.B.A., Shanghai University
Ph.D., Pennsylvania State University
Walter F. HIawitschka
Associate Professor of Finance
B.S.. M.B.A., Cornell University
M.A.. Ph.D., University of Virginia
Christopher L. Huntley
Assistant Professor of Information Systems and
Operations Management
B.S.. M.S.. Ph.D.. University of Virginia
Lucy V. Katz
Chair, Management Department
Professor of Business Law
B.A., Smith College
J.D.. New York University
Cherie N. Keen
Assistant Professor of Marketing
B.A.. Trenton State College
M.A.. Syracuse University
Ph.D.. f^urdue University
Gregory D. Koutmos
Endowed Chair
Chair. Finance Department
Professor of Finance
B.S., Graduate School of Business Studies. Athens,
Greece
M.A., City College of City University of New York
Ph.D., Graduate School and University Center,
City University of New York
Faculty
35
Robert W. Kravet, C P A.
Assistant Professor of Accounting
A.B., Southern Connecticut State University
B.S., University of New Haven
M.S., University of Massacfiusetts
Philip J. Lane
Associate Professor of Economics
B.A., Providence College
M.A., Nortlieastern University
Ph.D., Tufts University
Nikiforos Laopodis
Associate Professor of Finance
B.Sc, The Graduate Industrial School of
Thessaloniki, Greece
M.A., Morgan State University
Ph.D., The Catholic University of America
Mark S. LeClair
Associate Professor of Economics
B.A., Colgate University
M.A., Northeastern University
Ph.D., Rutgers University
Patrick S. Lee
Associate Professor of Operations Management
and Information Technology
A.B., Berea College
M.S., Ph.D., Carnegie Mellon University
Mark Ligas
Assistant Professor of f\/larketing
B.A., University of Pennsylvania
M.S., Pennsylvania State University
Ph.D., University of Connecticut
Suzanne D. Lyngaas, C.P.A.
Assistant Professor of Accounting
B.S., University of Illinois
M.B.A., DePaul University
Lisa A. Mainiero
Professor of Management
B.A., Smith College
M.A., Ph.D., Yale University
Anna D. Martin
Associate Professor of Finance
B.S.I.M., Purdue University
M.B.A., University of Miami
Ph.D., Florida Atlantic University
R. Keith Martin
Steptien and Camille Schramm Professor of
Information Systems and Operations Management
A.B., Whitman College
M.B.A., City College of New York
Ph.D., University of Washington
P.E., California; CDP, C.S.P., C.C.P.
Dawn W. Massey, C.P.A.
Assistant Professor of Accounting
B.S., M.B.A., Fordham University
Ph.D., University of Connecticut
Roselie McDevitt. C.P.A.
Chair, Accounting Department
Assistant Professor of Accounting
B.S., St. Thomas Aquinas College
M.B.A., Pace University
Sc.D., University of New Haven
Sharlene A. McEvoy
Professor of Business Law
B.A., Albertus Magnus College
M.A., Trinity College
J.D., University of Connecticut
Ph.D., University of California at Los Angeles
Krishna Mohan
Associate Professor of Marl<eting
A.B., University of Delhi
M.A., University of Madras
Ph.D., University of Wisconsin
Rodrigo A. Obando
Assistant Professor of Information Systems and
Operations Management
B.S., Istituto Tecnologico de Costa Rica
M.E., Ph.D., Old Dominion University
MiloW. Peck, Jr.. C.P.A.
Assistant Professor of Accounting
A.B., Middlebury College
M.S., Northeastern University
J.D., Suffolk University
LL.M., Boston University
Patricia M. Poli. C.P.A.
Assistant Professor of Accounting
B.S., University of Connecticut
M.Ph., Ph.D., New York University
Ipshita Ray
Assistant Professor of Marl<eting
B.A., M.A., Jadavpur University
M.A., Ph.D., University of Connecticut
36
Faculty
Carl A. Scheraga
Associate Professor of Business Strategy and
Technology Management
Artfiur Andersen Fellow
Sc.B., M.A., Brown University
Ph.D., University of Connecticut
David P. Schmidt
Associate Professor of Ethics
B.S., Illinois State University
MA.. Ph.D . University of Cfiicago
Norman A. Solomon
Dean. Dolan School of Business
Professor of Management
B.S., Cornell University
M.A.. Ph.D.. University of Wisconsin
Winston Tellis
Assistant Professor of Information Systems
& Operations Management
B.C., University of Bombay
M.A., Fairfield University
A.B.D., Stevens Institute of Technology
Ph.D., Nova Southeastern University
Cheryl L. Tromley
Associate Professor of Management
B.A., Michigan State University
M.A., Florida Atlantic University
Ph.D., Yale University
Michael T. Tucker
Professor of Finance
B.A., Washington College
M.B.A., DBA., Boston University
Joan L. Van Hise. C.P.A
Assistant Professor of Accounting
B.S., MBA., Fordham University
Ph.D.. New York University
Kathleen Weiden. C.P.A.
Visiting Assistant Professor of Accounting
B.S., Manhattan College
M.S.. Pace University
Ph.D., Baruch College
Dolan School of Business Administration
37
Charles F. Dolan
School of Business
Administration
Norman A. Solomon, Ph.D.
Dean
Bharat B. Bhalla, Ph.D.
Associate Dean, Director of Graduate Programs
Aaron Seymour, M.B.A.
Assistant Dean and
Director of Undergraduate Programs and
Internsfiips
Paul Caster, C.P.A.
Director of Graduate Accounting Academic Programs
Bruce Bradford, Ph.D., C.P A.
Director of Researcfi
Department Chairs
Roseiie McDevitt, Sc.D , C.P.A.
Accounting
Gregory D. Koutmos, Ph.D.
Finance
Gerard M. Campbell, Ph.D.
Information Systems and Operations Management
Lucy Katz, J.D.
f^anagement
Arjun Chaudhuri, Ph.D.
Marl<eting
Advisory Council
Ed Bader '63
Marlborougfi. Conn.
Gloria Pritchard-Becker
Director of Education
America's Community Baniiers
James P. Biggs
Greens Farms, Conn.
Ruth Brophy '80, M '96
CFG and Senior Vice President
Bernard C. Harris Publisfiing Co.
John M. Capozzi
CEO
JMC Industries, Inc.
Michael Carter
Managing Director
Carter Morse & Co
Stephen DeMatteo '89
Senior Vice President
Marsh USA, Inc.
Thomas Donino '83
Managing Member
AllyBritt Management LLC
Antilles Partners LP
Timothy Finnegan '77
Sales Vice President
AT&T Wireless Services
Richard Fogarty
Principal
Bev-Edge Group
Michael E. Gagliardi '79
Ttie Atlantic
Thomas P. Hartnett '63
HealthNow New York, Inc.
Donal T. Heroman
Executive Vice President and CFO
People's Bank
James W. Heslin, Jr. '66
Vice President/Attorney
GeneralCologne Reinsurance Corp.
Margaret Hicks
Associate Professor of Accounting
Howard University
Philip J. Hoffman '80
President
Pearson. Inc.
Albert llg
Windsor, Conn.
Stephen Jaeger '66
Providence. R.I.
Kevin J. Kelleher '76
CEO and President
Cendant Mobility
38
Dolan School of Business Administration
Frederick Kenyon
Salomon Smith Barney
David S. Lawrence
Aviation Market Research), LLC
John Maclean
Fairfield. Conn.
Daniel F. Minahan
Southport, Conn.
John R. O'Neill 71
Ernst & Young
Ernest Pittarelli
r^anaging Director
UBS Warburg LLC
Diane Ross Gary
Connecticut State Department of Education
Division of School Improvement
Dominick M. Rossi, Jr.
Vice President
Readers' Digest
Glenn Satty
CTO
Knight Securities
Henry J. Spring, Jr. 75
Fairfield, Conn.
Gary Stuart
Rowayton, Conn.
Hannah S. Young 78
Vice President
GeneralCologne Reinsurance Corp.
University Administration
39
University
Administration
Aloysius P. Kelley, S.J., Ph.D.
President
Charles H. Allen, S.J., MA.
Executive Assistant to tlie President
Paul E. Carrier, S.J., Ph.D.
University Ciiapiain
James M. Bowler, S.J.
Facilitator of Jesuit Mission & Identity
Orin L. Grossman, Ph.D.
Academic Vice President
Mary Frances A. Malone, Ph.D.
Associate Academic Vice President
R. Edwin Wilkes, MA.
Associate Academic Vice President
for Enrollment Planning
Georgia F. Day, Ph.D.
Assistant Academic Vice President,
TRIO Programs
Timothy L. Snyder, Ph.D.
Dean, College of Arts and Sciences
Norman A. Solomon, Ph.D.
Dean. Dolan School of Business
Edna F. Wilson, Ed.D.
Dean. School of Continuing Education
Evangelos Hadjimichael, Ph.D.
Dean, School of Engineering
Jeanne M. Novotny, Ph.D.
Dean. School of Nursing
Margaret C. Deignan, Ph.D.
Dean. Graduate School
of Education and Allied Professions
Robert C. Russo, MA.
University Registrar
William J. Lucas, M.B.A.
Vice President for Finance and Treasurer
Michael S. Maccarone, M.S.
Associate Vice President for Finance
Richard I. Taylor, B.S., C.E.
Associate Vice President
for Campus Planning and Operations
Mark J. Guglielmoni, MA.
Director of IHuman Resources
Kenneth R. Fontaine, M.B.A.
Controller
James A. Estrada, M.L.I.S.
Vice President for Information Services
and University Librarian
William P. Schimpf, M.Ed.
Vice President for Student Services
Susan N. Birge, Ed.D.
Assistant Vice President of Student Resources
& Director of Counseling Services
James D. Fitzpatrick, MA.
Assistant Vice President for
Student Services Operations
MarkC. Reed, M.Ed., M.B.A.
Dean of Students
George E. Diffley, MA.
Vice President for University Advancement
Fredric C. Wheeler, MP A.
Associate Vice President for Development
Board of Trustees (as of June 2002)
Nancy A. Altobello
Joseph F. Berardino 72
James J. Bigham '59
Patrick J. Carolan, M.D., '59, P'85, '89
Charles F. Dolan, p'85, '86
William P. Egan
Daniel R. Finn, Jr. '66
Mario J. Gabelli
Vincent A. Gierer, Jr.
Edward Glynn, S.J.
Sylvester Green
Charles E. Hanley, P'90, '97
Manan L. Heard M'95, P'88
Otto H. Henfz, S.J.
Paul J. Huston '82
John R. Joyce
James F. Keenan, S.J.
Aloysius P. Kelley, S.J.
Jack L. Kelly
Ned C. Lautenbach
Stephen M. Lessing '76
Roger M. Lynch '63, P'95
Chairman of the Board
Joseph D. Macchia '57
J. Thomas McClain, S.J.
Michael E. McGuinness '82
William A. Mcintosh, P'86, '92
Michael A. Neal
Diane Oakley '75
Thomas C. Quick '77
Lawrence C. Rafferty '64, P'04
Mary D. Reynolds '79
Elisabeth H. Schwabe '74
Daniel L. Simon
Gerard L. Stockhausen, S.J.
Carolyn Vermont-Fuller '82, M'84
Francis T. Vincent, Jr.
William P. Weil '68
Trustees Emeriti
James W. Birkenstock
Alphonsus J. Donahue
Francis J. McNamara, Jr.
L. William Miles P'84, '85, '95
40
Undergraduate Institutions
Undergraduate Institutions represented by Graduate Business Students
Academy of Music (Poland)
Adelphi University
Alabama, University of
Alaska/Fairbanks, University of
Albany Medical College
Alberlus Magnus College
Arizona, University of
Arkansas, University of
Assumption College
Babson College
Baruch College
Bentley College
Bombay (India), University of
Boston College
Boston University
Bridgeport Engineering Institute
Bridgeport, University of
Brigham Young University
Brown University
Bryant College
Bucknell University
Buffalo, University of
California-Berkeley, University of
Campbell University
Carnegie Mellon University
Castleton State College
Central Connecticut State University
Central University of Venezuela
Cfiarleston, University of
Chiicago, University of
Chulalongkorn University (Tfiailand)
Cincinnati, University of
Clark University
Clarkson University
Clemson University
Coastal Carolina University
Colby-Sawyer College
Colgate University
College of New Rochelle
Colorado, University of
Colorado State University
Columbia Union College
Columbia University
Connecticut College
Connecticut, University of
Cornell University
Creighton University
Culinary Institute of America
Curry College
C.W. Post College
Daemen College
Dayton, University of
Delaware, University of
del Pacifico University (Peru)
del Valle University (Colombia)
Denver, University of
DePaul University
Detroit, University of
Drexel University
Dublin, University College of (Ireland)
Duke University
Duquesne University
Eastern Connecticut State University
Edinburgh, University of (Scotland)
Elmira College
Emanuel College
Fairfield University
Florida Atlantic
Florida International University
Fordham University
Franklin & Marshall College
Georgetown University
George Washington University
Gettysburg College
Hamilton College
Hartford, University of
Hartwick College
Harvard University
Hobart College
Hofstra University
Holy Cross. College of the
Hong Kong, University of
Housatonic Community College
Hunter College
Indiana University
lona College
Ithaca College
Johnson & Wales University
Keene State College
Keio University (Japan)
Lafayette College
Lehigh University
LeMoyne College
Lewis University
Limerick, University of (Ireland)
Lincoln University
Loyola College of Maryland
Madras (India), University of
Maine, University of
Manhattan College
Manhattan School of Music
Mannheim, University of (Germany)
Marist College
Maryland, University of
Marymount College
Marywood College
Massachusetts. University of
Massachusetts Institute of Technology
McGill University (Canada)
Mercy College
Merrimack College
Miami Law. University of
Michigan State University
Middle East Technical University
(Turkey)
Minnesota, University of
Missouri, University of
Mitchell College
Montclair State University
Moscow State University (Russia)
Musashi University (Japan)
National Cheng Chin University
(Taiwan)
Nebraska. University of
New Haven. University of
New Jersey City University
New York Institute of Technology
New York University
Niagara University
Northeastern University
Northern Iowa University
Notre Dame, University of
Ohio State University
Ohio Wesleyan University
Ottawa, University of (Canada)
Pace University
Undergraduate Institutions
41
Peking University (China)
Pennsylvania, University of
Pennsylvania State University
Pittsburgh, University of
Princeton University
Providence College
Purdue University
Queens College
Quinnipiac College
Quinnipiac School of Law
Ranchi University (India)
REC Warangal (India)
Regis College
Rensselaer Polytechnic Institute
Rhode Island, University of
Richmond, University of
Rochester Institute of Technology
Roger Williams University
Rollins College
Rutgers University
Sacred Heart University
St. Bonaventure University
St. Cloud State University
St. John's University
St. Joseph's University
St. Lawrence University
St. Leo College
St. Petersburg Institute of Trade and
Economics (Russia)
Salve Regina University
Scranton, University of
Siberian Aerospace Academy
(Russia)
Siena College
Skidmore College
Smith College
South Carolina, University of
Southern Connecticut State University
Southern Mississippi University
Southwest IVIissouri State University
Springfield College
Stevens Insitute of Technology
Stonehill College
SUNY at Albany
SUNY at Binghamton
SUNY at Geneseo
SUNY at Oneonta
SUNY at Oswego
SUNY at Plattsburgh
SUNY at Stony Brook
SUNY Mantime
Susquehanna University
Syracuse University
Teikyo Post University
Texas A&M
Tiruchirapalli College (India)
Trinity College
Trinity College, Dublin (Ireland)
Tubingen (Germany), University of
Tufts University
Union College
United States Military Academy
Universidad Catolica "Andres Bello"
(Venezuela)
Universidat Pontificia Bolivariana
(Peru)
Vanderbilt University
Vassar College
Vermont, University of
Villanova University
Virginia, University of
Virginia Polytechnic Institute
Wentworth Institute of Technology
Wesleyan University
Western Connecticut State University
Western New England College
Western New England School of Law
Western Ontario, University of
(Canada)
Westminster College
Widener University
Wilkes University
Wisconsin-Madison, University of
Wisconsin-Parkside, University of
Wisconsin-Platteville, University of
Wittenberg University
Wolverhampton, University of (United
Kingdom)
Worcester Polytechnic Institute
Yale University
42
Notes
Notes
43
44
Notes
Notes
45
46
Notes
Notes
47
48
Notes
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Metropolitan Museum
Cleveland
Museum of Art
Internet
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Open Library
American
Libraries
TV News
Understanding
9/11